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Tuesday, September 14, 2021

Getting Things Done The Art of Stress-Free Productivity Summary (2021)

 Getting Things Done

Time management, a key to productivity, but how you juggle and prioritize, follow up and execute the variety of projects, events, meetings, and milestones can leave you feeling stress-free or totally frazzled. 

If you are physically involved in one task while your mind races down a mental list of to-dos for the rest of the week, your brain a virtual corkboard tagged with cerebral post-it notes, you may benefit from the organizational system described by David Allen in his best-selling book,

Getting Things Done: The Art of Stress-Free Productivity (Book Summary 2021)
Getting things done the art of stress-free productivity (Summary)

 Getting Things Done: The Art of Stress-Free Productivity. His method suggests organizing your workflow using horizontal controls, pertaining to coordinating your actions and vertical controls, guiding your thinking or sequencing of tasks.

Plan for Less Stress Commits everything you have to do into a single organization source, whether electronic or a 24-hour Day-Timer. Once the task is entered on your "master list", it no longer needs to be on your mind, until that date. 

This list must be in detail and you must reference it often. By naming a task, and creating an outline that identifies each step, calls to make, presentation material required, etcetera, you establish control of the project. By documenting a timeline for each step, you can forget about it until you get to that page. Use the organizer to flag any "reminders" you may need, for follow-ups.

Important words of this article:

 [Organizing, productivity, actions, project, stress-free, art, getting things done, controls]

Take the time to make detailed plans for each project before you begin. Undertaking a task without a well-thought-out end-to-end plan will often fall behind schedule and waste valuable time to deal with problems that arose that no one considered (i.e. shipping delivery dates delayed during the holiday season).


The organizing method you select will become your blueprint for each day. It will keep you on task, help reduce distractions and ensure that you allot each commitment that you accept all the time and attention it merits. For it to be the effective tool you need, you must refer to it regularly.

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 Getting Things Done: The Art of Stress-Free Productivity (Book Summary 2021)

Decide in advance and allow time for yourself, your family, or extra training/education opportunities. As you take on commitments, leave gaps in between that provide you flexibility, in case you need it. Don't schedule important tasks so closely that one unforeseen complication in a single project impacts the next, and so on, in a domino effect. Don't be afraid to say "no" when your master list slots are full. Don't over-commit.


Work Flow Management Horizontal Controls Collect

Thoughts that come to your mind regarding a project, put on paper, email, or a

 recording device. Establish "collection buckets", a physical location to accumulate this 

information, such as an in-box or large envelope. Empty the buckets regularly, toss

 them out or process them. Processing - Examining the information collected, you must

 decide: Deal with it now (Do it yourself or delegate it) Deal with it later Toss it.

Getting Things Done The Art of Stress-Free Productivity
 Getting Things Done

Organize -Set up

 "actionable" and "non-actionable" categories, labeled to identify purpose, i.e. Projects, Project Plan, Waiting For, Reference Storage, etc. Assign a physical container/file for the categories. 


Allot time in your schedule on a weekly basis to review your actions and options. Review your system, update lists. Do - Use four criteria to determine what to do; Location; do you have the tools/resources available to perform the task Time; can you complete it Energy; do you have the physical and mental energy to perform Prioritize; what needs to be done first


Project Planning Vertical Controls

The vertical component of project planning assigns conscious steps to the unconscious way that people already think and plan, enabling a natural transition to effective project management.


Define your purpose and principles

Clarify your objective, organize your resources, motivate yourself to act. 

  1. Outcome visioning -Envisioning the result you want will help you focus, prompting thoughts and ideas otherwise undiscovered. 
  2. Brainstorming - Entertain every concept, keep an open mind, do not judge or disregard any suggestion initially, organize them later, gather as many ideas as possible and determine the usefulness later. 
  3. Organizing - Identify the most significant items required for the project, categorizing them as components, processes, or priorities. Identify next actions - Select the next action for this project and future planning. 
  4. Post reminder for follow-up on tasks others are due to complete



   David Allen's method appears initially tedious and will require discipline to execute with success, but the investment may be well worth it. This organizational system is designed to get things off your mind and get things done. 

By categorizing components, organizing lists, and selecting actions based on defined criteria, you are mentally released from the "devil in the details" that haunts overstressed minds. Developing a practice of emptying the in-basket, tossing anything not needed, completing anything you can do within two minutes, and delegating what you can to others will keep the clutter on your desk and in your mind to a minimum.


Getting to Yes Negotiating Agreement Without Giving In (Book Summary)


by definition, implies cooperation from opposing perspectives seeking a middle ground acceptable to both sides.

 More commonly it has been reduced to a win-lose situation, a frustrating episode ignoring middle ground, issuing demands rather than offering options. The intended goal that both sides seek becomes obscured by the "tough negotiator" applying egotistical head butting or heel digging techniques or attempting to squeeze every advantage from a more flexible or "friendly" negotiator in the deal.

Getting to Yes Negotiating Agreement Without Giving In (Book Summary)
 Getting to Yes Negotiating Agreement Without Giving In

How do you get. What you want?

 Maintain a great poker face, demand more than you want - so you can give it up? Appeasement or cajole, play hardball or soft? Members of the Harvard Negotiating Project suggest, in their book "Getting to Yes - Negotiating Agreement Without Giving In" by Roger Fisher, William L. Ury, and Bruce M. Patton, that you simply change the game.


Principled Negotiations

This alternative method maintains focus on the objective and plots a course utilizing four points that reveal and emphasizing the merits of all the options.

1.  People - Recognize that many times egos will attempt to enter the discussion, clouding an issue with emotion. Eliminate the personality, attack the issue.

2.   Interests - Attempt to understand the opposing side's interests. It will account for the position they are taking. Acknowledge their interest and their position will likely become more flexible.

3.   Options - Do not be compelled to produce the solution, nor accept a solution in an adversarial setting. Designate a "brain-storming" session, specifically for developing solutions that consider the shared interests of both parties, not of one side "or" the other. Be open to creative thinking that can forge the gaps in your differences.

4.   Criteria - Insist both sides utilize "objective criteria" to support their suggestions. This removes the personality of the negotiators and provides facts and figures to help both sides find the "fair" middle ground of resolution.

{ Getting to Yes Negotiating Agreement Without Giving In (Book Summary 2021)}


Keeping the discussion on point, focusing on the objective, evading ego and personalities that may attempt to slip into the process are methods most successful when monitored from both sides. Ideally, neither side of negotiation has a disproportionate advantage over the other, whether money, timing, or political clout, therefore prompting sincere efforts to reach a fair and equitable solution.


In some situationship, you will find that negotiating positions are too askew between parties, which potentially reduces your role from negotiating to being "along for the ride". You control only one side of the parley and your ultimate responsibility is to ensure that you do not succumb to pressures and capitulate to an unfair or unreasonable agreement.


A common practice is to frame your "bottom-line"; the minimum concession you will accept. Establishing a bottom line is effectively drawing a line in the sand, limiting your flexibility to even consider options that may evolve by thinking "outside the box".

Avoid baling out of negotiations too soon and stifling creative thinking that may effectively meet your needs. Remind yourself to "change the game".

Getting to Yes Negotiating Agreement Without Giving In
 Getting to Yes Negotiating Agreement Without Giving In (2021)

Batna Stands For

In the event that you find you have no significant advantage for leverage, it is important that you have entered the negotiation process had already considered what will happen if an agreement is not reached.

This question will produce the answer that becomes the "Best Alternative to a Negotiated Agreement (BATNA). Unlike a preconceived "bottom-line" scenario, it is a negotiating tool, based on the reality that you measure and compare all your proposals against.

Which side is not reaching an agreement the least desirable option? Having a clear perspective of the consequences for not reaching an agreement will keep your mind more open and flexible for seeking success than the traditional "line in the sand". In addition, knowing your BATNA will clarify for you when and if abandoning negotiations would be advisable.


There are three steps for identifying and developing your BANTA;

1.     List the possible actions you may take if no agreement is reached Refine those measures to those providing the greatest impact.

2.     Creating a list of practical alternatives from your list.

3.     Consider and select the best alternative.


Even if this tool is never used, having it prepared enables you to represent your interests more convincingly and provides criteria to support your decision to withdraw from negotiations if necessary, without hesitation.


If you are able to determine your opponent's BANTA, it may influence your strategy, set the tone of negotiations, or provide advance notice that negotiations would be fruitless.

 The art of Jujitsu involves using the energy of your opponent to your advantage. In negotiations jujitsu methods are applicable to deflect three common aggressive techniques; Attack: Forceful assertion of their position / Response: Accept their position as one of the options to consider Attack: Criticism of your ideas / Response: Ask for their advice in your situation Attack: Personal attack on you / Response: Do not defend yourself. Listen as if trying to understand their points, and then re-frame their comments as an attack on the issue


Use questions, instead of statements to reduce resistance to your point and eliminate the perception of criticism, perceivable in assertions. Utilize silence to test the confidence of their explanation and to gain important details.


Mediation def

In some negotiating settings, a third-party mediator is required to sort out the agreement. Mediators work from a position of "why" and are interested in the justification for the points considered important by each side.

They draft and adjust lists through a tedious process, defining and refining them until they are able to make their best recommendation, meeting the most requirements from each side possible. It reduces the decision-making to a yes/no option from each side, removing the bargaining aspect completely.

How do you negotiate a contract without giving in?

Getting to Yes: Negotiating Agreement Without Giving In

  1. separate the people from the problem.
  2. focus on interests, not positions.
  3. work together to create opinions that will satisfy both parties.
  4. negotiate successfully with people who are more powerful, refuse to play by the rules, and/or resort to “dirty tricks”

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Saturday, September 11, 2021

Working with Emotional Intelligence Book Summary (Latest)

Working with Emotional Intelligence Book Summary (Latest)
Working with Emotional Intelligence Book Summary (Latest)

Emotional Intelligence in Business

As corporations across the country strive to maintain market share, brand recognition, and status in the highly competitive world of business Daniel Goleman, Ph.D., and an instructor at Harvard University suggests they may be overlooking a key resource already employed. 

His book, Working with Emotional Intelligence test suggests the tide has turned from the business management model, traditionally based upon intellect and perhaps a degree from an impressive university. 

That concept is being challenged by quantifiable results being experienced through a team collaboration concept, based on interpersonal relationships and emotional intelligence. Savvy organizations have realized the power and potential of emotional intelligence book and have developed training programs to harness it.

Some Important Emotional Intelligence Quiz Answered in:

1.     Emotional intelligence test.
2.     Emotional intelligence definition.
3.     Emotional intelligence meaning.
4.     Emotional intelligence in the workplace
5.     Some Emotional intelligence examples. 


Emotional Intelligence Skills 

 The most exciting aspect of (E.Q.) is that it can be taught and even increased, unlike the mental I.Q. IQ versus EQ Studies performed by Daniel Goleman reach around the world but findings mirror those discovered here in this country. When intellect and knowledge are the priorities for hiring for leadership positions, the success of the department or branch is far from assured.

 In contrast, when the main consideration for the leadership position is based on emotional intelligence, production increases, employee satisfaction increases, and team collaborations generate an adaptable resource, more flexible to meet the variety of market trends.

 Goleman's studies indicate some companies value characteristics of well-developed emotional intelligence (soft people skills) twice as high as cognitive intelligence. Characteristics of Emotional Intelligence A well-developed sense of emotional intelligence infers a person in touch with themselves, recognizing the source of their emotions and the powerful emotions possess.

 These individuals not only have self-confidence but also instill it in those around them. They are self-starters and their drive to achieve is internal, satisfying a personal desire. They tend to immerse themselves in a task and find the challenge in it.

  Get Working with Emotional Intelligence PDF here.👈👈👈

 An additional benefit is that they can inspire their team, raising the collective E.Q. of a group and ultimately the quality of their work. Their internal "radar" lets them read people using gut instincts, makes them comfortable with anyone, unthreatened by sharing knowledge or credit. They are the natural leaders that are sought out for direction, advice, and "sounding boards" due to their keen listening skills and the empathetic response they provide.


Interpersonal Relationships

An individual comfortable with interpersonal relationships will generally possess a multitude of these characteristics. Goleman indicates these qualities can also be taught and further developed through self-examination and feedback methods. His book provides examples of how E.Q. manifests these traits and how to utilize them in leadership and for conflict resolution.

Self Aware Confident Motivated Good Listeners Fair Loyal Empathetic Mentors Open Minded Creative Positive Humorous Trusting Reliable Collaborators Influential Respected Assertive Friendly Political Instincts Articulate Decisive Generous Networkers Engaging.


The Impact of Emotional Intelligence

The Impact of Emotional Intelligence Management based on E.Q. rather than I.Q. elicits the highest degree of cooperation from each member of the team, through trust, appreciation, respect, and empathy. 

It begins with building rapport, developing relationships, balancing chemistries, and then matching the appropriate skills and knowledge to draw the highest level of contribution from the talent assembled. Relationships forged between team members establish bonds that exceed the initial task and are carried into other projects and other opportunities.

Shared knowledge and principles of E.Q. are reapplied, with the introduction of new projects and new players. Exponential duplication occurs; reinforcement of mutual support and cooperation methods ensue as new teams evolve in pursuit of a common goal, in tandem. 

Maintaining relationships is a natural occurrence and increases the resource network available for future needs. Whether problem-solving on a work project or conflict resolution, it becomes the way business gets done. 

The emotional intelligence of a team is increased by the energy, attitude, and commitment level resonating among team members. A well-developed leader, utilizing their E.Q. 

skills will inspire the highest performance from every individual, and maximizing the collective I.Q that a corporation has invested in.


Applying the Methods described in Working with Emotional Intelligence

Intuitive organizations are embracing and applying the methods described in Working with Emotional Intelligence. Corporations are introducing management training programs designed to cultivate the "soft people skills" in "natural leaders" that exist within their companies.

 Mentoring programs are being fostered to promote sharing knowledge and experience, and extending the relationship-based network of resources.

 Companies are also shifting emotional intelligence to a priority position for consideration before cognitive intelligence in their hiring process. E.Q. leadership of team projects and collaboration efforts have proven effective in increasing innovation, motivation, satisfaction, and ultimately the dollar sign on the bottom line.



Emotional Intelligence is a natural resource with vast benefits and potential. Businesses with vision will adapt and utilize emotional intelligence in the workplace to;

Maximum benefit of the corporate collective I.Q., using E.Q. Increases employee satisfaction, their opinions heard, and service value.

 Company loyalty increased by team commitment to shared success Competitive edge, through improved and upgraded performance Relationship-based networks born, fostering cooperation, nurturing success, and perceiving "failure" as an unexplored opportunity.

Read the book summary How To Discuss What MattersMost (Difficult Conversations) here.


Thursday, September 9, 2021

How To Discuss What Matters Most (Difficult Conversations Book Summary 2021)


How To Discuss What Matters Most (Difficult Conversations Book Summary) by Douglas, Bruce, and Sheila.
How To Discuss What Matters Most (Difficult Conversations)


Every day everyone interacts with dozens of persons and personalities. Despite your best efforts to communicate your intentions, inevitably, you will stumble into a frustrating situation, through misunderstanding, lack of planning, misinterpretation, or simple reconsideration.

 It could be a professional or personal setting, involve a superior or subordinate, but a need for dialog with the perpetrator can "loom". The discussion seems a logical and appropriate response, but these are often avoided or unproductive, due to fear of confrontation or explosive blasts of righteous fury.

If you fall into either category, "Difficult Conversations: How To Discuss What Matters Most", by Douglas Stone, Bruce Patton, and Sheila Heen of the Harvard Negotiation Project, provides guidance for navigating tumultuous conversations.

 The book provides an analysis of the mind of a set of participants in emotionally charged events and offers methods for achieving resolution, with respect.

They suggest three internal conversations comprise the framework of the actual conversation; What Happened? Generally prompting a need to assign fault or assert dominance Feelings. Seldom declared or acknowledged in conversation, but a powerful influence determining the intensity and tone of the discussion Identity.

 This is an association issue for some participants and is viewed as a threat to their sense of self. Their natural response is insecurity, and defensiveness, seldom advancing the conversation.

Internal conversations

Their technique involves defusing the defensive posture that frame a discussion, formed by "internal conversations" by looking beyond your own perspective. It is imperative to realize your version is not the only version of an event.

 You must become an active listener in order to be heard and lead the conversation in pursuit of problem resolution, not an assignment of blame.

Several of the same principles, and easily applicable on a personal level, are offered by psychologists and authority in assertive development, Anne Dickson, in her book, "Difficult Conversations: What to say in difficult situations without ending the relationship".


Acknowledge you are entitled to respect and courtesy as a human being from subordinates, peers, and supervisors. Avoid suppressing your feelings about an offensive incident. Resentment eventually reaches a boiling point, generally erupting with more emotion than logic, reducing a legitimate problem to an apparent irrational barrage of unprovoked ranting.

Difficult Conversations (Book Summary 2021)
Difficult Conversations (Book Summary 2021)


Do not attempt a conversation when emotions are high. Defensive tones and posture will bring out the same in your "opponent". It may feel good to vent in the short term, but ultimately you accomplish nothing beneficial. Before undertaking a difficult conversation, get in touch with your own feelings;

Key in on the emotions you feel, narrow it to the strongest one, and identify it specifically. Create and practice a dialog that describes the behavior or event that offends you - exactly and states what you view as a remedy.

 When you open the conversation in this way, you may be surprised to find their perspective on the same event interpreted very differently but just as validly as your own. Be prepared to share culpability to achieve resolution.

 Schedule a time of day and location that will limit opportunities for distraction or interruptions. LOOK FOR SOLUTIONS, NOT FAULT Avoid the "Blame Game", no one wins and it will not contribute to resolving a problem or preventing a reoccurrence.

 Present the "what went wrong" talks in a "problem-solving" mood. Solicit the perspective of each participant, seeking their suggestions for possible resolutions. Strive to isolate failures in the system or event, not the personalities. Listen to each player's unique point of view, of both the problem and suggested solutions.

 Active listening projects concern, respect, and validation of their viewpoint; it also defines a standard and promotes their receptiveness to your input as well.


It is impossible to know another person's intention or motivation. When pursuing a solution, it is advisable to reframe or translate into other words what you hear from a participant. By revising their words and restating what you "heard", you are able to verify your understanding of what they meant, avoid misconstrued intent, and provide the opportunity for further clarification if necessary. It also validates to the speaker your desire to understand their perspective.


Take ownership of your part in the problem; there is normally a part for everyone involved. Recognizing and acknowledging your contribution to a problem is essential to personal growth, regardless of how others may choose to react. You cannot control the response of other people, but you may lead by example.

 Accepting your part in the problem will reduce the stigma and fear of admitting responsibility, and opens the door to candid conversation.


You can reduce anxiety and enhance relationships by converting tough conversations to an organized search for solutions through;

Examining the three internal conversations that form the framework of any discussion Accept that your perspective is one, but not the only one that needs to be considered Focus on solving the problem, not assigning fault Utilize active listening, to be heard Lead by example Accept that problem-solving is a joint effort for maximum success.


This Book is perfect for self-development as it describes the ways how to interact in difficult situations or conversations. The authors provided the key ways to handle conversation in a better way to solve a problem without any misunderstanding or miss behave.

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Getting Things Done The Art of Stress-Free Productivity Summary (2021)

 Getting Things Done Time management, a key to productivity, but how you juggle and prioritize, follow up and execute the variety of project...