Brooks Holtom, David Allen

Past research points to two main reasons why people leave their jobs: turnover shocks and low job embeddedness. Turnover shocks are events that prompt people to reconsider whether they should stay with the organization. Some shocks are organizational (e.g., change in leadership, M&A announcement) and others are personal (e.g., receiving an outside job offer, birth of a child). Job embeddedness is when people are deeply … [ Read more ]

David Allen

There are only two problems in life: you know what you want and you don’t know how to get it; or you don’t know what you want.

Getting Things Done: The Art of Stress-Free Productivity

With first-chapter allusions to martial arts, “flow,” “mind like water,” and other concepts borrowed from the East (and usually mangled), you’d almost think this self-helper from David Allen should have been called Zen and the Art of Schedule Maintenance.

Not quite. Yes, Getting Things Done offers a complete system for downloading all those free-floating gotta-do’s clogging your brain into a sophisticated framework of files and action … [ Read more ]

David Allen

When people ask me how to set priorities, I ask them a question: At what level do you want to have this conversation? Each of us operates on many different levels at all times. We each have a runway that holds all of the little things that consume our time. At 10,000 feet are the projects. At 20,000 feet, people are deciding on their roles … [ Read more ]

Making It Up and Making It Happen

“Leaders make things up, and they make them happen. They’re defining the game — but they’re also making sure the game is on. And those two behaviors sit at very distinctly opposite ends of the continuum of how things get done. We must frame a vision, defining what done means. And we must then make that vision operational, deciding what doing actually looks like. It … [ Read more ]