Intermediate Packet Example: Tear-Jerkers

In Building a Second Brain, Tiago Forte discusses the concept of intermediate packets. I thought it might be useful to share an example of an intermediate packet I created recently during my participation in Relating Between the Lines.

This intermediate packet is a list of tear-jerkers. It may be useful in future conversations with friends, in future classes online, for future blog posts, when I’m looking for connections for note making, for social media posts, etc.

Please let me know what I’ve missed 😉

Different PARA implementations in Obsidian

I use Obsidian for my PKM system. When it comes to implementing PARA in Obsidian, there are three different popular approaches: folder-based, MOC-based, and a hybrid approach. I’ll provide a quick overview of these approaches and some of their pros and cons here.

Basic structure

Above I have these three different PARA approaches implemented next two each other.

On the left, you can see the PARA structure implemented entirely with folders. Each project (ie. Participate in BASB13, Write blog post on animals that eat their mates, Write book chapter on spiders) is its own folder, as is each area and resource.

In the middle, you can see the PARA structure implemented as MOCs. Each project is its own note, as is each area and resource. The project note links to each of the project notes, the area note links to each of the area notes, etc.

On the right, you can see the hybrid PARA structure. There is a folder for projects, areas, resources, and archives. But then each project is its own note, as is each area and resource. And all the files belonging to a specific project, area, resource, or archive folder reside in some “5 Notes” folder.

The upper-left side of the above screenshot illustrates what the “Projects” note looks like for the PARA structure implemented as MOCs. This is an alternative to having the “1 Projects” folder that the other two approaches have.

The bottom-left and right sides of the above screenshot illustrate what the “Write blog post on animals that eat their mates” project might look like implemented as an MOC.

Each of these three approaches provide the focused context intended by PARA. This context allows you to see all the files related to one specific thing at a time, while hiding all the other files. This allows you to focus on what you’re interested in without getting overwhelmed by everything else in your PKM.

In the folder approach, the context is provided by opening the folder for a specific project, area, resource, or archive folder. In the MOC and hybrid approaches, the context is provided by opening the MOC for a specific project, area, resource, or archive MOC.

Completing a project

In PARA, when you complete a project, the project gets archived and it’s associated files get moved to the next most actionable area in your PARA structure.

Let’s suppose we complete the “Write blog post on animals that eat their mates” project.

In the folder approach, we can see that the “Write blog post on animals that eat their mates” folder has been moved from “1 Projects” to “4 Archives”. It’s old contents have been moved out of the “Write blog post on animals that eat their mates” folder and into the “Write book chapter on spiders” folder and the “Insects” folder.

In the MOC approach, the link to the “Write blog post on animals that eat their mates” MOC has been moved from the “Projects” MOC to the “Archives” MOC. The “Write book chapter on spiders” project MOC includes a link to the “Notes from ‘The Spider Encyclopedia'” note, and the “Insects” area MOC includes a link to the “Notes from podcast on praying mantids”.

In the hybrid approach, we can see that the “Write blog post on animals that eat their mates” folder has been moved from “1 Projects” to “4 Archives”. The “Write book chapter on spiders” project MOC includes a link to the “Notes from ‘The Spider Encyclopedia'” note, and the “Insects” area MOC includes a link to the “Notes from podcast on praying mantids”.

Pros and cons

(Including this screenshot here because it will be relevant to some of the points listed below.)

Monolocation vs multilocation

As you can see with the folder approach, files can only live one place at one time. For example, if we look at the “Notes from podcast on praying mantids” file, it lives in either the “Write blog post on animals that eat their mates” folder (ie. before the project was completed) or in the “Insects” folder (ie. after the project was completed).

In both the MOC and hybrid approaches, files can live in multiple places simultaneously. For example, if we look at the “Notes from podcast on praying mantids” file, it can be linked from the “Write blog post on animals that eat their mates” MOC and the “Insects” MOC at the same time.

Some people prefer having a file live in only one place at a time. This forces them to be very intentional about how that file is going to be used.

Some people prefer the ability for a file to live in multiple places at the same time. For example, suppose you have two projects on the go. You have a file that is relevant to both of these projects. If a file can live in each of these projects at the same time, this prevents you from having to decide which project will be most immediately actionable, and will also provide a more complete context as you jump between working on these projects.

Historical context

As you can see with the folder approach, after the “Write blog post on animals that eat their mates” project was completed, all the notes were moved out of that folder.

In both the MOC and hybrid approaches, the “Write blog post on animals that eat their mates” MOC still links to its original notes after it was completed.

For some people, historical context is important. If they’re reflecting on a project, they may want to know what resources they were working with when they came up with their final project. Or suppose they’re working on a project. They recall a resource that was useful for a previous project that would also be useful now. If they can reference that previous project for that resource, they can find it pretty quickly. Otherwise, they have to put in more effort to figure out where the file is living.

Clutter

As you can see with the MOC approach, all the files live together in the same place.

In both the folder and hybrid approaches, there’s a bit more structure offered by having separate folders for projects, areas, resources, and archives.

Some people prefer to navigate their files using a folder structure.

Others may be comfortable opening certain files directly, or finding files by first navigating to another note (eg. the “Projects” MOC).

Serendipity

For people familiar with Zettelkasten, you may be familiar with the idea of using your notes for serendipity.

These are the three graph views for each of the three approaches after the “Write blog post on animals that eat their mates” project is completed. The left shows the folder approach, the middle shows the MOC approach, and the right shows the hybrid approach.

As can be seen in the graphs, the MOC and hybrid approaches offer more links between your notes. These represent opportunities for a new connection between different ideas to be discovered serendipitously. Nick Milo recently published a great video on how to use the graph view for this discovery process.

Completeness

Part of the PARA philosophy involves the project completion process. When we complete a project, we look at all the resources associated with that project and then ensure that those resources are being appropriately applied to the rest of your PARA structure. (Resources should always be available where they’re most immediately actionable.)

In the folder approach, when you complete a project, a file gets moved to one other location.

In the MOC and hybrid approaches, when you complete a project, links may be created in multiple MOCs/notes. This can cause some people anxiety: what if I forget to add a link somewhere? What if I don’t add links everywhere they’re actionable/relevant?

I would argue that trying to be complete in your creation of links will be stressful and make your PKM system less fun for you; you may even stop using it because you feel like it’s not working or flawed. This is a case where we’re trying to create links just-in-case.

I’d argue a better approach is to create links just-in-time. That is, when you wrap up a project, link those related resources wherever most immediately jumps to mind. But don’t stress about forgetting things. If you encounter a note in the future that would benefit from another link, you can add it then. You can also use the graph view to discover links that may be useful to add (see the previous section, “Serendipity”). This will prevent you from disengaging with your notes due to unnecessary anxiety. (Random side note, we also call this approach the scouts rule in the coding community.)

Conclusion

In this blog post, I provided an overview of three different approaching to implementing PARA in Obsidian. I showed how completing a project differs in each of these approaches. Finally, I discussed some of the differences that you may encounter in each approach.

I hope this was useful! Let me know which approach you’re planning on trying! (And don’t stress too much about getting it right–you can always switch approaches in the future if the one you choose doesn’t jive for you 🙂)

Dealing with too many projects

Back in June, I blogged about the impact of long-lived projects.

If you’re following a PARA structure, projects should be short-lived. Think along the lines of 1-2 weeks in duration. This ensures that you’re always focused on only the most immediate and actionable things, you develop a feeling of consistent project as you regularly complete projects, and you build a sense of trust in your system for helping you to live the life you desire to live.

It’s also a problem if you have too many projects going-on at the same time. Too many simultaneous projects is likely an indicator that you’re multi-tasking and thus context-switching.

In the popular productivity space, many articles (indeed, there is no shortage) describe how context-switching harms productivity. Switching contexts is akin to asking your computer to reboot in a new operating system–it takes time to do the rebooting, which takes away from the time you could be working on your tasks.

A side effect of context-switching and juggling too many projects is that projects that could be completed in 1-2 weeks now take longer.

So how should you address the issue of having too many projects?

Set some of them aside for now. There are many ways to do this. I will quickly discuss 4 of those ways here.

Create a Someday/Maybe list or folder. This is borrowing a structure from the Getting Things Done methodology. A Someday/Maybe list is intended to keep track of things that we may want to do in the future. By writing them down instead of storing them in our heads, we free up our minds to do other things. Projects that we’re putting off for now could be good candidates for this list until we’re ready to start them.

Create a project buffer/queue. This is a list/folder of projects that we want to start in the future. It could be a general pool, or prioritized in some way. You could use this space to hold projects until they’re ready to be started.

Move them to the archives. The Archive is already part of the PARA structure. You could also use this space to hold projects until they’re ready to be started.

Delete them. You may also choose to delete projects from your PARA system for now. This adds the risk of your forgetting about a project. But it removes the risk of zombie projects. These are projects that gather somewhere but never die (ie. get completed).

Reminder that if you have resources in a project folder, make sure you distribute them appropriately to your PARA structure before moving/deleting that project folder 🙂

Deciding where to store something in PARA

Back in Building a Second Brain Cohort 12, I created a flowchart for determining where information should be stored in a PARA structure. I thought it would be useful to apply this flowchart to a practical example.

Let’s suppose you took notes from a seminar on things that you may be aware of during meditation. Where in PARA should you store this note?

Before we jump to the flowchart, I want to observe that one topic may be engaging to one person but not another. Similarly, the nature of any engagement may differ from one person to the next. This means that where a single note gets stored in PARA will depend on the individual doing the storing.

So let’s look at a few of the different ways this note may flow through the flowchart.

Suppose you’re following a meditation program that guides how much you should aim to meditate each day over the course of 21 days.

  • Is the note relevant to anything you’re actively working on?
    • Yes, this note may be useful for your meditations as part of the program you’re following.
  • Does the work have a finish line with a deadline?
    • Yes, the program wraps up after 21 meditations over 21 days.

In this case, the note would belong in your Projects. Personally, I would create a folder/note for the project titled “2021 Complete meditation program by December 5”.

Next, suppose you’re trying to build the habit of meditating for 1 minute each day.

  • Is the note relevant to anything you’re actively working on?
    • Yes, this note may be useful for the habit you’re trying to build.
  • Does the work have a finish line with a deadline?
    • No, this habit is meant to be on-going and has no deadline.

In this case, the note would belong in your Areas. Personally, I would create a folder/note for the area titled “Meditation”.

Next, suppose meditation is something you’ve researched and tried in the past. It’s still something you’re interested in, but you’ve got too many other things going on right now to prioritize it.

  • Is the note relevant to anything you’re actively working on?
    • No, you’re not currently practicing or actively learning about meditation.
  • Is the note related to any active interests?
    • Yes, you’re still interested in meditation.

In this case, the note would belong in your Resources. Personally, I would create a folder/note for the resource titled “Meditation”.

Next, suppose meditation is something you’ve researched and tried in the past. It wasn’t something that you found useful, and have since replaced the practice with other resources.

  • Is the note relevant to anything you’re actively working on?
    • No, you’re not currently practicing or actively learning about meditation.
  • Is the note related to any active interests?
    • No, you’re no longer interested in meditation.

In this case, the note would belong in your Archives. Personally, I would create a folder/note in the archives titled “Meditation”.

I hope this helps to illustrate how, depending on your personal context, you can determine how to store your notes in a PARA structure.

GTD ✅ – Psychological Benefits of GTD

To conclude this series, I wanted to discuss how David Allen’s Getting Things Done (GTD) system addresses some of the psychological factors we talked about earlier.

The Capture step is where we unload things from our brains and into our GTD system. This helps to reduce Working Memory as we can rely on our system to keep track of things instead of relying on our short-term memory. It also helps with the Zeigarnik Effect as it closes loops on the unfinished tasks and unsorted information that we were previously storing in our heads. This also helps to move us from a Stressed to a Relaxed state as we can stop worrying about things we may forget or things we have already forgotten, and we can better focus on the work at hand instead of getting distracted by all the things we still have to do later.

The Clarify and Organize steps are where we process the information and tasks we have collected and integrate them into our GTD system. This helps with Decision Fatigue–so long as the items have been clarified and organized. Ideally, when we pick something from our to-do list, we’re looking for something that is ready to be engaged with. However, if we haven’t clarified and organized that item in our to-do list, then we’re back to having to decide what the next action is before we can engage with it. By batching all this work into the Clarify and Organize steps, we reduce the number of decisions we need to make when we are getting things done. These steps also help with the Zeigarnik Effect and Working Memory when it comes to projects. Because we entrust our system to keep track of on-going projects, we don’t need to worry about what the next action is when we make progress towards a project.

The Reflect step is where we ensure our system is working effectively, and also continues to work effectively so that you build trust in your system. It encompasses attributes from all of the CaptureClarify, and Organize steps. As a result, it also helps with Working Memory, the Zeigarnik EffectDecision Fatigue, and transitioning from a Stressed to a Relaxed state.

The Engage step is where we actually get things done. This step helps with Decision Fatigue. Instead of having to rack your brain for what to do, you now have a list of things that are immediately available for you to do. You may choose to be selective during this process, but even if you do, this has greatly narrowed the set of possible options and thus the impact of decision fatigue. Additionally, this step helps to move you from a Stressed to a Relaxed state as you complete things and feel like you’re getting things done and making progress on your goals.

In summary, there are many psychological factors that can impact our productivity. Allen’s GTD system is a way to help improve our productivity by addressing some of these psychological factors.

Your ability to generate power is directly proportional to your ability to relax.
–David Allen

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GTD ✅ – Engage

The final step of David Allen’s Getting Things Done (GTD) system is Engage. This is the step in which we actually get things done.

Allen argues that there are four factors that can help determine which of your next actions you should engage with right now. These four factors and the order in which they are to be applied are as follows:

  • Context
    • Allen refers to context as the how, when, where, or (with) whom factor that defines whether a task can be done. Some examples of this include home (eg. I can’t wash the dishes unless I’m at home), phone (eg. I can’t call my Mom unless I have my phone), or online (eg. I can’t read a web article unless I have access to the internet). The context is the first factor in determining what to engage with. Picking up a cake for your daughter’s birthday may be your highest priority today. You may have the energy and 10 minutes to pick a cake and have a birthday message written on it right now. But none of those matter if you’re currently across the city at your office. This is why we filter our next actions by context first.
  • Time Available
    • The time you have available is the next factor in determining what to engage with. Suppose you’re at the office and you have the energy to do the highest priority next action of the day: pair programming with the newest member of your team on a bug they’re working on fixing. However, if you only have 5 minutes before your next meeting, this is probably not the next action you want to take on right now. This is why we filter our next actions by time available next.
  • Energy Available
    • The energy you have available is the next factor in determining what to engage with. Suppose you’re at the office, and you have the rest of your afternoon free–several hours of time to get things done. The highest priority next action on your to do list is to have a difficult but not urgent conversation with a coworker. This may not be the best choice if your energy has hit rock bottom as you may not have the capacity to maintain composure during this conversation. This is why we filter our next actions by energy available next.
  • Priority
    • The priority of the next action is the last factor in determining what to engage with. This may seem counterintuitive (eg. the Eisenhower Method suggests prioritizing the most important tasks first). However, I hope some of the examples above help to explain why the other factors are used to filter the available next actions before priority.
    • If you ever encounter a next action that your intuition firmly states you should be taking on above other next actions despite the other factors, it may be an indicator that some of those items on your next actions lists should actually be moved to your Someday/Maybe List for now.

That is all there is to the Engage step and the GTD system.

In the next and final post, we will discuss how the GTD system helps to address some of the psychological factors we covered at the beginning of this series.

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GTD ✅ – Horizons

In Getting Things Done (GTD), David Allen presents the idea of Horizons. Each horizon represents a different level of clarity on your productivity.

There are two main components to the Reflect step. The core component is the Weekly Review, which is done frequently to keep on top of the things that most immediately require our attention; we reviewed this component in depth previously here. The other one is what Allen refers to as Horizons, which are used for gaining greater perspective. We will focus on this component in this post.

These horizons from the top down are as follows:

  • Purpose and Principles
    • These are the principles and purpose that guide you and your life.
  • Vision
    • This is the long-term vision you have for your future.
  • Goals
    • These are the goals you are pursuing.
  • Areas of Focus
    • These refer to the important core areas of your life. These may include your family, friends, career, health, finances, etc.
  • Current Projects
    • These are the projects you currently have on the go within your GTD system.
  • Current Next Actions
    • These are the next actions you currently have on the go within your GTD system in your calendar and to-do lists.

We already review the Current Projects and Current Next Actions during the Weekly Review. We need to review these most frequently because they are the most immediately actionable.

As you move up the horizons, you need to review them less frequently. The cadence at which you review them will be subjective to your personal preferences.

I personally review my Areas of Focus and Goals in a monthly review where I reflect on:

  • whether I’m deliberately tracking all of my Areas of Focus and Goals
  • whether any of my Areas of Focus or Goals are no longer immediate priorities
  • whether my Current Projects and Current Next Actions are serving my Areas of Focus and Goals

I review my Purpose and Principles and Vision in an annual review. I usually do this around the start of the year when I reflect on whether my Areas of Focus and Goals are serving my Purpose and Principles and Vision.

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GTD ✅ – Reflect

The next step of David Allen’s Getting Things Done (GTD) system is Reflect. This step is focused around ensuring your system is working effectively.

There are two main components to the Reflect step. One of these is what Allen refers to as Horizons, which are used for gaining greater perspective; this is done less frequently so we will talk about this later on. However, the core component is the Weekly Review. We will focus on this component in this post.

The purpose of the Weekly Review is to keep track and on top of everything you’re working on. This has the benefit of removing this responsibility from your mind, which hopefully encourages you to relax.

Allen suggests setting a regular time each week to do the Weekly Review. More specifically, he suggests doing them on Friday afternoons. It may take a couple of hours to do your first Weekly Review, but in my experience, they get much faster as you get used to the process. This may feel like a long time, but it is worth the benefits it provides.

Here are the steps for completing a Weekly Review. It may be useful to create a checklist based on this that you can use each week as you complete your review.

  • Tidy your environment and mind
    • Add any loose papers, sticky notes, business cards, etc. to your Inbox.
    • Add anything you’re thinking about to your Inbox. These may include things to do (eg. talk to Bob about the new designs) or information you’ve gathered throughout the week (eg. an online article that may be useful for one of your projects).
  • Review your Calendar
    • Review your past week for any action items, follow-ups, or useful information that you haven’t yet collected. Add these to your Inbox.
      • For example, suppose you had a meeting with a coworker to collaborate on a presentation for the Developer All Hands. Looking back at your calendar, you recall that you wanted to schedule another meeting with them to have a practice run before the actual presentation, and also add some finishing touches to your slides. Add these items to your Inbox.
    • Review the upcoming two weeks for any action items that you haven’t yet collected. Add these to your Inbox.
      • For example, suppose the Developer All Hands that you’re presenting at is coming up. You see this two weeks out on your calendar and remember that you wanted to reach out to the organizers to clarify some logistics. Add this to your Inbox.
  • Review your Waiting For List
    • Add anything that requires follow-up to your Inbox.
  • Review your Someday/Maybe List
    • For any items that you want to start actioning on in the immediate future, move them to your Inbox.
    • For any items that you’re no longer interested in doing, remove them from this list.
  • Process your Inbox
  • Review your Active Projects List
    • Any active projects that you want to defer working on until later should be removed from this list and added onto your Someday/Maybe List.
    • Any projects that you have started or will be starting this week should be added to this list.
    • Every active project should have a next action in your GTD system.
  • Review your To-Do Lists
    • Reflect on any items that have been sitting in your list for an extended period of time. Some possible reasons for this may include:
      • Being assigned to the wrong Context. If “Write report draft” has been sitting on your Phone to-do list but you resist picking it up because you’d feel more efficient writing it with a computer, perhaps you should move it to your Computer to-do list.
      • Actually being a Project. Perhaps this next action actually requires multiple steps and should be broken down accordingly.

That is it for the Weekly Review. Depending on how your GTD system evolves, you may wish to add, remove, or change the components of your own review.

And we are now ready to move onto the final step of GTD: Engage.

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GTD ✅ – Clarify and Organize

The next steps of David Allen’s Getting Things Done (GTD) system are Clarify and Organize. This section will be a little bit longer because these two steps are closely related, and I felt it made the most sense to discuss them together.

These steps are to take the things in your inboxes and process them to be useful. This is because if you just let things sit in your inbox, you won’t trust your system to let you know about work when it’s necessary. Also, every time you look through your inbox for things to be done, you’re going to have to think about what’s left to be done and decide what actions are currently available. This doesn’t sound like it would be stress-free productivity.

Allen uses this workflow diagram to illustrate the Clarify and Organize steps.

I define a project as any desired result that can be accomplished within a year that requires more than one action step.
–David Allen

To process your inbox, process each item one at a time.

  • Start by asking the question: Is this actionable?
    • If it’s not actionable, decide whether that item will be useful information. If it will be useful on a specific date or time (eg. someone’s birthday), put it on your calendar. If the information isn’t time specific, file it away in your knowledge management system (eg. hard drive, Google Drive, Dropbox).
    • If it is actionable, the next question to ask is: Is it part of a project?
      • If it’s part of a project, add it to your project list. Your project list is just a note that has a bullet-point list of all the active projects you have on the go.
      • (If it’s not part of a project, don’t add it to your project list.)
  • Finally, the last question to ask is: What’s the next action?
    • If the next action is doable in less than 2 minutes, take the time to simply do it right now.
    • If it’s possible to delegate this next action, delegate it to someone. Add this task to your waiting for list. Your waiting for list is just a note that has a bullet-point list of all the tasks you have delegated, and who you’ve delegated it to.
      • When adding this task to your waiting for list, you may want to include a date as a reminder for when you want to follow-up with this person on the status of the task. However, this list will ideally be reviewed weekly during the Reflect step. Because these reminders will be regularly reviewed, you may not find it necessary to add a date to these reminders.
    • If this next action is time or day specific, schedule this task onto your calendar. Only do this if that task has to be done at this specific date or time. Filling your calendar with events that get missed, moved, and ignored will lead you to not trust your calendar, even for the things that really matter.
    • Otherwise, defer this task until later. Add it to a context-specific to-do list. These lists are used to gather the tasks that are available to you in any given context. Examples of these may include a list for the Office, a list for the Computer, a list for the Phone, and a list for running Errands. Because you can’t “Buy milk” when you’re at the office, it doesn’t make sense to include it on that list.

For an example, let’s suppose I pull an item from my inbox: “Developer All Hands Presentation”.

Is this actionable? Yes. I want to put together a presentation on something for the next Developer All Hands at work.

Is it part of a project? Yes–I will need to brainstorm content for my presentation, sign-up for a time slot, prep my slides, practice, etc. So I add “Present at the next Developer All Hands” to my list of active projects.

What’s the next action? Before I can sign-up, prep my slides, or practice, I need to decide on a topic, so my next action will be to brainstorm a list of potential presentation topics. This will probably take more than 2 minutes, isn’t something I want to delegate, and doesn’t need to take place at a specific date or time. So I’ll add an item to my to-do list for my Computer context to “Brainstorm a list of potential topics for my Developer All Hands presentation.”

And processing that item from my inbox is now complete.

Now we’re ready to move onto the Reflect stage of GTD.

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GTD ✅ – Capture

The first step of David Allen’s Getting Things Done (GTD) system is Capture. This step is all about getting stuff out of your head and into your productivity system.

Your mind is for having ideas, not holding them.
–David Allen

The first step in setting up the Capture part of your system is establishing inboxes to capture your thoughts. Inboxes can take many forms, both analog and digital.

Some of the inboxes I use include:

  • My e-mail inbox
  • My OmniFocus inbox
  • A physical inbox at home (where I put physical letters, things I want to read, loose paper I’ve written on, etc.)

One word of caution here: try to minimize the number of inboxes you use. Having too many inboxes may become unmanageable. Capturing your thoughts should be simple–you don’t want to have to stop to decide which inbox to put something in.

If this is your first time working with the GTD system (or if you want to do this on a semi-regular basis to ensure you aren’t letting things slip-through uncaptured), Allen recommends doing a mind dump. I will talk about that now, and then afterwards I will discuss what it looks like to maintain this Capture step on an ongoing basis.

Mind Dump

A mind dump is where you spend 60-90 minutes reading through an incompletion trigger list and then adding to your inbox any thoughts you have related to each item on that incompletion trigger list. These may include things to do, or information/ideas. You don’t need to include details–just enough information so that when you process your inbox, you’ll know what you were thinking of. You also don’t need to separate them–everything can go into a single inbox. We’ll process it in a future step.

Nothing is too big or two small to capture. It’s important to capture everything on your mind.

Examples of things that you might want to add to your inbox include:

  • Ideas for marketing email content
  • Ingredients for spaghetti
  • Taking a dance class
  • Vacation to South Korea
  • The URL for a website you know will be useful in the future

Ongoing Capture

The final part of your capture habit is ensuring you’re prepared to capture outstanding tasks as you encounter them throughout your day. Don’t trust your memory to hold onto things until you’re ready to record or action on them. Write them down as soon as possible.

Some of the things I use to facilitate this include:

  • The OmniFocus app on my cell phone
  • Sticky note pads and pens that sit on my desk
  • A notepad and pen I store in my wallet

With these practices in place, you’re now set-up to Capture everything you need.

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