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You are here: Home / Archives for 1 - Productivity / f Execute

Filing vs. Piling

December 8, 2008 by Matt Perman

In general, I highly discourage putting information or things you need to act on into piles. Filing is more organized and easier, if done right. But there are some exceptions. Here is a breakdown on when to file and when to pile.

When to Pile

Create piles for things that you are working on at the moment or will be working through in the next few hours. Used in this sense, piling becomes a fairly simple and effective a way of organizing your workflow.

Here is an example. I was just going through my inbox at home yesterday. It included some ideas I had written down on paper (normally I try to put ideas I want to do something about directly into OmniFocus as inbox items electronically, but sometimes it works best to jot them down on paper), receipts that needed to be entered into Quicken, some bank statements to reconcile, various small 4-minute-or-so actions, and various things to file.

I could have deferred most of these actions and put them into the set of pending files that I have for my routine actions. But there was quite a bit of stuff, and I wanted to do all these actions right away to get them over with. So I created a pile for each type of action and sorted the items into those piles as I processed my inbox.

Here are the piles I created: Receipts to enter, notes to process, bank statements to reconcile, bills to pay, things to file, and “other small actions” to take. Then I went through the piles one by one and took care of everything in them (entered all the receipts into Quicken, paid any bills and set up auto payment for the ones I could [we just moved], processed the ideas into projects and actions, and so forth).

Piles are effective in situations like these because they are temporary. It is helpful to have your work laid out and visible before you. Then you go from one pile to the next until you are done.

But piles are ineffective if you keep them longer than a few hours. The key is to get through them right away, not let them sit for days. If you do that, the actions get stale — unless you turn to filing.

When to File

If you are going to defer working on a group of items, then they should go into a file, and the action to complete those items should go on your next action list. I’ve noticed some routine types of actions that recur every time I go through my inbox: receipts to enter, ideas to process, and so forth — basically the piles I listed above. So I have created a set of files that correspond to these types of actions.

I call these “pending files.” They are holding tanks for work I am going to be attending to shortly. In the example above, I wanted to deal with all the actions coming from the processing of my inbox right away. So I created piles and worked through them immediately. But if I had wanted to defer those actions, I would have just put them into the appropriate pending files. To make sure I wouldn’t forget to actually deal with the items in those files, I have a weekly task to empty each of them completely (every Saturday morning).

For stuff that doesn’t fall into a routine pending file, I have a “catch-all” pending file called (creatively), “general.” Whenever there is support material I need for any action not covered by one of my routine pending files, I put the support material into the “general pending” file and then put the action on my next action list (and make note that the support material is in pending).

For example, if I get a long contract I need to review at work before signing, and I don’t have the time to review it right away, I’ll put the contract in my “general pending” file and then create a next action to review the contract. I would not, on the other hand, just leave the contract on my desk as a “reminder.”

It is an important principle that you should manage your actions from a list (with any needed support material in a file), not from piles — with the one exception being when you are going to work through the piles right away.

This discussion has focused on filing vs. piling when it comes to actionable documents. When it comes to storing reference material and project documents, filing without question is the way to go. There is a whole system that can be applied to filing in this sense which I’ll be talking about soon.

Filed Under: Workflow

What I Learned About Productivity from Taco Bell

December 7, 2008 by Matt Perman

A few years ago I was waiting in line for my order at Taco Bell, and I thought to myself “these guys have a better productivity system than I do.”

I had been doing GTD for a while, but things still weren’t clicking. What stood out to me was how simple of a system they had at Taco Bell for processing orders: it just listed the items they had to make for each order.

Very simple. Very, very simple. Here’s what’s intriguing: In the GTD methodology, each of those items in an order is technically a “project” because it involves more than one step. But obviously if the order system had broken those items down into their actual “next actions” (“now grab a handful of cheese, then a cup of chicken and put it in the tortilla”), you would have chaos and confusion.

The problem is that that is exactly the way I had been handling my next actions list. I was dividing tasks up into pieces that were way too granular. Since in GTD your “next actions” are on a different list from your “projects,” this was really confusing — I couldn’t keep track of which actions pertained to which projects. Further, after completing an action, the natural thing would be to do the next “action” on the project — but my system didn’t facilitate this, because each project only had one action on my next action list. So instead of moving ahead on the same project after completing an action, I’d move on to a different project — highly inefficient and scattering to your efforts.

This was a mess. I don’t blame GTD for this — nothing in it says that you need to get this granular. But it sure sounds that way at first. It is easy to implement GTD wrongly by making your actions too granular.

There are a lot of solutions here that make GTD much more effective, even if you haven’t been taking things to the granularity that I was. Sometime soon I plan on writing something fairly comprehensive on this.

But in the meantime, the most significant solution is what I took away from the cooks at Taco Bell: I started defining my next actions not according to real specific steps (highly literal “next actions”), but according to what I can accomplish in one sitting.

In other words, I don’t always ask literally “what’s the next physical action I can take here,” because that can really make things overly-specific. Rather, I ask “what is the outcome I can accomplish here in one sitting.” The result is that many things that would have otherwise been projects actually become straight next actions, thus de-cluttering my projects list. Projects become more the multi-step things that need to be done over the course of several days.

So there has been a shift in my thinking, in part, from defining projects as “multi-step outcomes” to “multi-step outcomes that I won’t do in one sitting.” And when defining a next action for a project, I try to actually create an action that will trigger a series of steps, not just one, by asking “what can I do in one sitting,” rather than “what’s the next specific, literal thing this project requires.”

This is like Taco Bell: You see “make steak taco” and you make the taco. Very simple. But if your next action list is at the level of “put in the cheese, add the meat, etc.,” that’s just tough.

(BTW: The folks at Taco Bell on Franklin Ave in Minneapolis are some of the fastest I’ve ever seen. Way to go!)

Filed Under: Workflow

When to Break the Rules with Email, 2: Email Vacations

December 1, 2008 by Matt Perman

As I discuss in my series of posts on email, one of the best practices for email management is to process your email inbox to zero every day. This is both doable and fundamental to effective workflow.

But there are times when your overall workflow is best served by taking a few days off from email — by taking an email vacation, even though you continue to do your other work during that time.

Why Email Vacations Can Be Helpful

Why would you need to take an email vacation? Well, sometimes you might have a project that is so large that it deserves concentrated focus for a period of several days. Checking your email during this period can disrupt your flow and take you out of the zone, thus diminishing your effectiveness and extending the time the project takes. Plus, email could open up a long rabbit trail that will take you away from the project entirely.

Other times, you may have just had enough and need a break. This is OK. In fact, sometimes you can find yourself in a vicious cycle where accomplishing email-related work is simply creating more work. You feel like you aren’t getting anywhere because completing things is just opening up way more loops that need to be addressed. Sometimes the best way to address that situation is to step away from email for a day or two and let things settle out.

Being productive is not about gutting out your email regardless of how you feel or what your situation is. Rather, being productive is precisely what enables you to take the time to step back, gain perspective, and take a day or two away from email. In fact, this is not only made possible by being productive, but is probably a necessary part of the foundation for remaining productive.

As I write this, this idea is beginning to feel more radical than I first thought, even though I have done this off and on for many years. It feels very strange to say “take a day or two away from email if you need.” That feels risky. And if you did it arbitrarily, it would be. So let me give you an example and then a few principles.

An Example

Here’s an example. We just moved into a new house, and so we have had all of the unpacking and organizing and various stuff that goes along with a move. So I just took a five day email vacation to finish this up as quickly as possible. (By the way, for anyone wondering from my earlier comment whether there could be any type of project that doesn’t require email, this is one example!)

The open loops involved in needing to get your house put away and office setup are the kind that create drag on your life if not dealt with quickly. So I decided it would be most effective to shut email off and get the remaining things done in 5 days rather than also do all my regular email and online stuff during that time and extend the project to 8 days or more. Also, I like being able to focus like this.

It just so happened that these last 5 days fell over the Thanksgiving holiday. So, one could object that this really wasn’t an email holiday — most people had a long weekend. But that gets to one of the key principles in all this: you need to time your email vacations strategically. I intentionally put my “email vacation” during a time when it would have minimal impact on my ongoing responsibilities. (Plus, I normally would have kept up with email at least 3 out of those 5 days, so this was a real email vacation.)

Another thing I wanted to do over the holiday was relax, and the email break served that as well. Finishing all the move-in stuff, plus keeping up with my email, would have likely meant that email would have actually taken the place of the time I needed to spend relaxing with my family.

Now, because I took 5 days away from email, I’m in a much better place to keep up with my email and ongoing responsibilities this week with minimal drag (not having all the move-in stuff hanging over my head and diverting my focus). By segmenting the last part of my move-in project from email, rather than doing both currently, both are actually accomplished more quickly.

So this email vacation was not contrary to being effective with email, but actually served that cause. And it is not contrary to the fundamental principle of processing your email to zero every day, but rather is one of the primary benefits of keeping up with email.

What Makes Email Vacations Possible

In other words, processing email to zero every day is precisely what makes email vacations possible. First, if you are current with your email, you don’t need to worry that you are forgetting about some huge task buried in your inbox. Second, because you know you’ll be getting your email right back to zero in a few days and be right back on top of things.

Best Practices for Email Vacations

Last, let me suggest a few best practices for taking email vacations. First, I already mentioned that you should time them strategically. Don’t take them arbitrarily (although sometimes you will spontaneously need to take one, which is just fine), but seek to place them in spots that will create minimal disruption.

Second, remain available by other means for important matters that are highly urgent. For example, the people you work with should know they can reach you by phone or text message whenever there is an immediate need.

Third, if you are taking more than a one-day email vacation and its during the work-week, it’s probably the best idea to create an auto response saying you’ll be away from email. I didn’t do this (sorry) because I forgot, but the fact that my 5-day email vacation was over a holiday weekend reduced the need for that.

Filed Under: Email

The Five Horizons of Workflow

November 25, 2008 by Matt Perman

David Allen talks about viewing your work both horizontally and vertically.

The horizontal perspective is the process for actually carrying out your work — the five stages for executing your workflow. The vertical perspective pertains to how you define your work.

Allen uses an aerospace analogy to illustrate the six horizons from which to view our work. He defines them in this way (see Getting Things Done, page 51):

  1. Runway: Current actions.
  2. 10,000 feet: Current projects.
  3. 20,000 feet: Areas of responsibility.
  4. 30,000 feet: One- to two- year goals.
  5. 40,000 feet: Three- to five- year vision.
  6. 50,000 feet: Life (mission/long-term vision/values)

Each horizon “drives” the items at the level beneath. In other words, if you want to know where most of your next actions are coming from, there is probably a project (multi-step outcome) at the level above creating them. Likewise, if you want to know where your projects are coming from, there is probably an area of responsibility or larger goal at the level above creating most of them.

I have some nuances to bring to the exact way we should define these horizons, and a new horizon to introduce (the concept of operations, which fits in one way or another within areas of responsibility), but for now it is simply helpful to observe that we need to think of our work in terms of multiple horizons.

The upshot is this: If you want to get something accomplished, you need to break it down into its next-level components. For example, if you have a goal that you want to accomplish (30,000 foot level), you can’t just write it down somewhere and forget about it. Instead, you need to create a project or two (10,000 foot level) whose accomplishment will bring you closer to reaching your goal.

Likewise, when you have a project to accomplish (10,000 foot level), you need to determine what the next concrete actions are (runway level) that will bring you closer to completing your project.

Breaking things down to the next level beneath is a fundamental principle for getting things done.

Filed Under: Workflow

How to Keep Track Of Websites You Need to Use a Lot, But Which Don't Have RSS

November 21, 2008 by Matt Perman

I just got an email notifying me that a new account has been set up for me at a new Basecamp site we’re using to manage some projects.

Basecamp actually has an RSS feed you can subscribe to in order to stay up to date on your projects. Nice.

But a lot of sites that we need to use frequently in our work or regular life don’t have this. For example, to review and analyze our Google Analytics reports, I go to the actual site. Likewise with any agenda lists we keep online, financial sites, and other such stuff. Everybody has a bunch of stuff like this.

Here’s what I do when there is a site that I need to use frequently like this.

First, after I’ve created my account, I put the username and password in my passwords document. Even though Firefox (or IE if you use that) stores the passwords, sometimes the browser just won’t fill them in for me (this mostly happens with financial sites). This is also important for when the time comes that you switch computers, or browsers, and all that data doesn’t transfer in your browser.

My passwords document is a bit of a frustration because it is 16 pages, but it is simple. Each site is given a bold heading, then the username and password are underneath. There are some applications that seem to manage passwords well (like 1Password), but I haven’t taken the time yet to seriously compare how much time that would actually save me versus this document. (Also, don’t forget to password protect your password document!)

Second, I add the site to my bookmarks. The important thing here is to have your bookmarks organized well so that they are actually useful. If they aren’t organized well, they aren’t useful and you probably ignore them. See my previous post on how to organize your bookmarks for immediate access.

Third, this usually isn’t enough to remember to actually use the site. Often times the work itself contains natural reminders that will drive me to the site (as it is with Basecamp), and in those cases no further action is needed. But often times there needs to be some trigger reminding me to go check it.

For example, there is no natural trigger that sparks me to check our web stats every day. Some people are really good at just remembering the things they need (or want) to do every day. I’m not like that. When there are more than about 3 things I need to make sure and do every day or semi-frequently, I’m not going to remember to do them spontaneously. So I build them into my routine.

I have a daily routine that I go through every morning (with some exceptions) that contains the most basic things I want to make sure and do every day. One item in my routine is to process my email to zero. Another is to check our website reports (or, it used to be, until my role changed, although I should get back to doing that daily).

So if I’m going to need to review the site daily, I’ll put it in my daily routine. If less frequently, then I put it into my schedule for whatever frequency seems best (weekly, or whatever). And again, if other actions I take will naturally lead me to use the site (for example, paying bills each month naturally leads me to go to my credit card site), then it doesn’t need to go in the schedule, but having the site in your well-organized bookmarks is crucial.

The key principle here is: Don’t rely on your mind to remember to remember something, even your routines. Create a trigger. Sometimes the nature of your work will serve as the trigger, but when it doesn’t, put it in your schedule. Then use your mind for more important things than “remembering to remember,” like creativity and high-level planning and actual implementation.

Filed Under: Workflow

When to Break the Rules With Email, #1

November 21, 2008 by Matt Perman

No productivity approach or email approach can always be followed perfectly. A necessary element of any good approach is the ability to adapt even when things aren’t going smoothly and you have to break the rules.

As we’ve been discussing with email, I recommend totally clearing out the working folders (“answer,” “hold,” and “read”) at least once a day. The importance of this lies in the fact that if you don’t empty them regularly, they are just going to become another open loop that stays on your mind (and you’ll fall behind).

However, one of the values of these folders is that they enable you to easily adapt to the situation when you simply don’t have time to do much email for a series of days. This happens to all of us.

It happened to me just this week. I just moved last weekend, and then immediately had to head off to a conference on Tuesday. This has made time for email very scarce.

In times like this, it’s OK to go a few days without totally clearing out each of the folders. In fact, in these situations the folders become almost more valuable. They enable you to still keep you inbox at zero (since it doesn’t have to take too long to process your email into them), and then zero in on the ones that are most important. You can then deal with the most important ones so that they don’t fall through the cracks, and leave the rest for when you do have time.

The important thing is to not let this go on for too long and not to do it too often.

That is so important that I’m going to repeat it: It’s OK to let your working folders build up for a few days, but make sure to get them cleared out again as soon as possible. If you get in the habit of letting emails sit in those folders for extended periods of time, you lose a lot of the clarity and reduction in drag that this approach brings.

I’m sitting here at the airport getting my working folders cleared out right now. Unfortunately, I had a ridiculously early flight this morning and with everything else going on just said to myself “it’s not worth it.” But the next available flight was 4 hours later — more of a delay than I would have liked. But the good thing is that this just opened up a window of time to get those working folders cleared out so I can go into the weekend back to normal.

Filed Under: Email

Should You Organize Your Sent Emails?

November 17, 2008 by Matt Perman

Several people have asked this over the last few days.  The short answer is that I treat sent items the same way I treat deleted items — I don’t organize them, but just let them remain in their folder permanently in the event that I need to refer to one in the future. If I do need to access one down the road, I simply use the search. If my sent items gets too full, I archive it.

If there is an email that I send that will be of long-term use, whether because it defines a policy or it articulates some thoughts that I want to keep handy, then I save the email into my “Documents” folder and organize it along with the rest of my electronic files. If it seems easier, then sometimes instead of saving the email itself, I’ll paste the contents into a Word document and then save that.

There are about two principles guiding my thinking here:

  1. Conservation of time. I find that the frequency with which I look back at my sent items isn’t sufficient to warrant the time to organize them.
  2. Consolidation of content. When there is something I will need for significant ongoing future reference, it is simpler to have all of those files in one spot rather than two. So I keep all such files in “Documents,” rather than Word/Office files in “Documents” and emails in email folders.

Here are some further thoughts on that last point: The way in which something was created (whether by email or some other program) is not relevant to the way in which it should be organized. What’s important is the content.

Keeping all like content together is more important than keeping all emails together. So long-term emails get filed in “Documents” with other Word and Excel and etc. documents that pertain to that particular department or topic. (And again, I am very, very selective about which emails I file into “Documents.”)

Filed Under: Email

How to Get People to Send You Less Email

November 14, 2008 by Matt Perman

I don’t believe in being down on email and complaining about how much email we receive (although on a bad day it can be tempting). Keeping on top of your email is a way of serving people.

But, except in rare instances, email is not the primary task of your job. There are many other things you need to be doing, and email already takes up enough time. So it is smart to do what you can to reduce your email volume and thus make sure, as much as possible, that you aren’t spending unnecessary time on email.

The way to reduce email volume is simple: Send less email, send better emails, and use meetings effectively.

1. Send Less Email

As with most things in life, the first place to look is not to external factors, but to ourselves. Email tends to create more email. Send less and you will receive less.

The unfortunately titled but helpful book The Hamster Revolution: How to Manage Your Email Before It Manages You (just ignore their advice they give on filing email) notes that this is supported by research:

Research shows that for every five emails you receive, three require a response. This means that for every five emails we send, people send back three. I call this the boomerang effect. So if you eliminate just one out of every five outgoing emails, you’ll begin to receive roughly 12% fewer emails (p. 17).

How do you send less email? Here are some things you can do.

Ask Yourself: “Is this Email Truly Necessary?”

This is the highest impact thing that you can do. I’ve been guilty of sending off emails that articulate an idea I’m half-way thinking about, only to put in motion a premature discussion that sucks up time unnecessarily. The discussion was unnecessary because the issue didn’t need to be discussed yet, and there weren’t enough details to come to an effective conclusion. The best approach in these instances is: wait.

There are lots of other types of unnecessary emails. The fundamental thing to do here is to put yourself in your recipient’s shoes. Think of all that they probably have on their plate for the day and all the other emails that they are getting. Then ask, “Is this email going to be worth their time in light of everything else that they have going on?” You might realize that the email is actually unnecessary, or that what you actually need to do is clarify and sharpen the email (that is, write a better email — on which, see below).

Limit Use of Reply All

When you are one of many recipients, your default should be to respond only to the sender, rather than to everyone. So often we do the opposite. Only hit “reply all” if you’ve consciously concluded that it is truly necessary.

Limit Use of CC:

Most “cc:’s” are impositions on people’s time. To cc: someone breaks the rule of being clear as to the purpose for which you are sending the email to the person. What is the person supposed to do with this? Just “keep it on their radar?” They have 1,000 other things going on. Often, a cc: ends up being an accidental way of “jumping the cue” (see next point).

I don’t want to say that it is never necessary to cc: someone. Just keep it to a minimum.

Don’t Jump the Cue, Except with Praise

When you are working with someone on an issue and they aren’t in line with you the way you want, don’t email their boss. Even with a simple “update.” Keep working with the person. If you do need to talk about things at a higher level, mutually agree on that.

The biggest way this mistake happens is through the cc: function. You’ve been dialoguing with person X on subject A, and after a while decide to add the person above them in the “cc:” field so they can “get up to speed” with the discussion. Don’t do this. It takes up unnecessary time on the part of the person copied, and the person you’ve been dialoguing with is not going to be too happy.

The one time that you should jump the cue is with praise. If person X has done a great job on something, then it is a great idea to email their boss and cc: them, or to email them with a cc: to their boss. This is something everyone will appreciate.

Limit Use of FYI

This is highly related to the principle of limiting the instances in which you cc: people. Many cc:’s are FYI’s, and just like most cc:’s are unnecessary, so are most FYI’s.

Now, not all FYI’s are unnecessary. You just need to do it right. Instead of forwarding someone a long discussion thread to “update them,” for example, send them a one sentence email you write yourself that gives them the essence of things.

People appreciate real updates like that — updates that truly update them in a quick sentence or two. But they don’t appreciate long discussion threads that they have to wade through in order to figure out what “update” you want them to have.

2. Send Better Emails

So the first principle of getting less emails is to send less emails. The second principle is also in your control: Send better emails.

Why We Often Don’t Send Better Emails

The biggest problem with email is that the cost to the sender is low, but the cost to the recipient is high. It takes almost no effort, for example, to type up a lengthy, 750 word email and ask the person “what do you think?” or some other action (or muddled set of multiple actions). So the sender has it easy, but the receiver might then stuck with a wall of text to read and ambiguous actions to clarify.

When the cost of something is low, you get more of it. When the cost is high, you get less of it. The problem here is that the low cost is on the receiver’s end. So the tendency is to create more emails, and the receiver then bears the cost of those. Since the cost is largely on the recipient’s end, the sender does not feel that and hence does not adjust his behavior accordingly.

How to Send Better Emails

The solution is to make a conscious attempt to think from the other’s perspective. Since you don’t bear the cost of the email, be intentional about considering the cost your email will impose on the other person.

As mentioned above, sometimes this will mean not sending the email. Many times it will mean sending a better email. I won’t go into that here since I posted on this earlier this week. So for an outline of what it means to send better emails, see “How to Write Better Emails.”

However, let me add here two things that I failed to mention in that article: The concepts of EOM and NRN.

The Concepts of EOM and NTN

First, if you can fit your whole message in your subject line, do it. Then, end the subject line with “EOM,” which means “end of message.” This indicates to your recipient that they don’t need to take the time to open the email. They’ve seen everything in the subject line. Delete and move on.

Second, start adding “NRN” at the end of your emails. “NRN” means “no reply needed.” This relieves the recipient of the burden of having to know if you expect a verification that they received your email.

For example, if you send someone a rough idea about this or that, it might be best to close with “NRN” so the person knows that you don’t expect them to take the time to build on or develop the idea. You’re just updating them on a direction of thought you are having, but there is no need to develop it yet.

Or if you send a report, there probably isn’t a need for the recipient to take the time to say “thanks, got it.” Save your recipient’s time by making crystal clear that they don’t need to do this. NRN.

3. Use Meetings Effectively

Last of all, another fundamental way to receive less emails (and send less emails!) is to use meetings effectively.

The connection between email volume and ineffective meetings does not seem to be realized very often. But one of the reasons our email volume is so high is because we are trying to take care of things by email that are better taken care of in person.

The irony is that when we are in meetings, we often feel that the meeting is “taking time away from our real work,” by which we (without knowing it) mean the time to send and receive all the emails we wouldn’t need to deal with if we were just using that meeting effectively.

Patrick Lencioni states this brilliantly in his excellent book Death by Meeting: A Leadership Fable…About Solving the Most Painful Problem in Business (pages 251-252):

Most executives I know spend hours sending e-mail, leaving voice mail, and roaming the halls to clarify issues that should have been made clear in a meeting in the first place. [Lencioni calls this “sneaker time.”] But no one accounts for this the way they do when they add up time spent in meetings.

I have no doubt that sneaker time is the most subtle, dangerous, and underestimated black hole in corporate America. …

Remarkably, because sneaker time is mixed in with everything else during the day, we fail to see it as a single category of wasted time. It never ceases to amaze me when I see executives checking their watches at the end of a meeting and lobbying the CEO for it to end so they can ‘go do some real work.’

In so many cases, the ‘real work’ they’re referring to is going back to their offices to respond to e-mail and voice mail that they’ve received only because so many people are confused about what needs to be done.

So one of the reasons that we have so much email is because we fail to use meetings effectively. Ironically, we then want to get out of meetings so that we can do all the email that wouldn’t have been necessary if we had run the meeting correctly.

There is a lot to be said about meetings, and I will be doing a bunch of posts on meetings as this blog goes on. For now, realize that one of the fundamental ways of decreasing email volume is to run better meetings.

What Tips Do You Have?

I’ve suggested three ways to reduce email volume: Send less email, write better emails, and use meetings effectively.

What are some tips you have for reducing email volume? What do you do to send less email? How do you write better emails? What things do you do that I haven’t mentioned?

Filed Under: Email

Handling Email on the iPhone and Other Mobile Devices

November 13, 2008 by Matt Perman

Another one of the most common questions I received on email this week was about how to coordinate my email system from “How to Get Your Email Inbox to Zero Every Day” with mobile devices like the iPhone.

The Problem

Mobile devices provide really useful portability and convenience. But they also create two challenges:

  1. You can’t (easily, at least) process the longer-than-two-minute emails into the working folders (action, hold, read).
  2. Even if you could do this easily, the nature of the situation is usually that if you are checking email on your mobile device, you probably don’t have time to process everything anyway.

And of course there are other challenges as well, such as the fact that if an email requires more than a few sentences of response, you probably don’t want to type that up on the small keyboard or screen.

The Solution

The solution comes from applying a few productivity principles.

The first principle is realism. It truly does not work well to process email on a portable device. So don’t try to do it. Recognize that mobile devices are not intended to serve as your primary tool for email. Instead, see your mobile device as a means for keeping up with important emails when you are on the go. It’s fine to go into your inbox on your mobile device, see what is most important or needs an immediate (quick) response or action, taking care of those, and leaving the rest. This is not ideal, but it is realistic.

After you do deal with an email on your mobile device, delete it right away (unless you need to file it permanently in Documents). Also delete right when you see them any emails that don’t need any attention, such as a newsletter you don’t plan to read.

The result is that you will have an inbox that now contains some half-read emails that you’ve opened, then decided to leave and move on from. This is productivity anarchy. But the key to any productivity system is for it to be flexible enough to handle the fact that things do sometimes get messy.

The important thing is simply not to leave things that way, which is the second principle. What you need to do is just continue to follow the principle of having at least one time each day — back at your computer — when you fully process your email and zero everything out. At this time you will clean up all those loose ends that you left open in your inbox on your mobile device.

You might even do this as soon as you get back to your computer. Or, you could do this first thing the following morning. The key is simply to have at least one time each day where you zero everything out. Which is exactly what I recommended in the article, whether you use a mobile device or not.

In other words, if you follow the system I outlined in the article, you don’t really need to do anything special to adapt to the mobile problem. Simply by processing all of your inbox at least once a day at your computer, you’ll clean up all the open loops left in your inbox from when you checked it on your mobile device.

This is really important, so let me restate this as clearly as I can: Don’t carry your mobile habits over to your computer when you get back. You get to “break the rules” on a mobile device because there is no other way. But once you are at your computer, you need to be right back on the wagon of processing all of your inbox each time that you process any of your inbox. You might wait to do this until the next morning, or you might do it right away when you are back at your computer, but when you go back into your inbox on your computer, process everything down to zero.

Finally, after I have my inbox back down to zero, here’s the last thing I do. I hate having that circle with a number in it show up on the Mail app on my iPhone (it just represents open loops that need to be closed). So I go into my Mail app and allow all of my inboxes on my iPhone to sync up so that my iPhone now reflects the zero inbox.

The Two Sentence Summary

Last week when a friend of mine emailed me this same question, and I sent him back a real quick paragraph summarizing the above. I just took another look at that, and I think I can boil everything down to two sentences.

Here they are: Use your iPhone to get emails that you need to keep up with because of their urgency when you’re away from your computer for the day or afternoon. But then when you’re back at your computer later that day or the next morning, clean everything up and get it to normal (that is, zero).

Filed Under: Email

How to Manage Multiple Email Accounts

November 12, 2008 by Matt Perman

In my post on getting your email inbox to zero every day, I asked for readers to send in their questions about email and I would post on some of them this week. I’ve received a lot of great questions — thank you to everyone who has emailed their questions or put them in the comments. Now, it’s time to start posting on the questions.

The first question is from a reader named Mark: “Could you go into the logistics of email accounts? I am trying to whittle down to two accounts, one for work and another for personal use.” Mark then goes into some of the problems he’s encountered. Another reader also echoed the same things

Most of us probably have several email accounts, so this question is very relevant.

Here are some the key principles I recommend and which we will be discussing:

  1. Have as many accounts as you need but as few as you can get by with.
  2. Bring everything into one interface, if possible.
  3. When you can’t bring everything into one interface, have a regular schedule for checking all of your accounts.
  4. Be as disciplined with your personal email accounts as you are with your work email.

After discussing these principles, we’re going to discuss solutions to three problems:

  1. When an account offers free POP and forwarding, but will not forward spam (hence, some legitimate email gets caught in the spam filter and is not forwarded).
  2. When an account provides POP only if you pay for it.
  3. How to cancel an email account while minimizing problems arising from the fact that people don’t always update their address book and that you may have a lot of website usernames to update.

[Read more…]

Filed Under: Email

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What’s Best Next exists to help you achieve greater impact with your time and energy — and in a gospel-centered way.

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About Matt Perman

Matt Perman started What’s Best Next in 2008 as a blog on God-centered productivity. It has now become an organization dedicated to helping you do work that matters.

Matt is the author of What’s Best Next: How the Gospel Transforms the Way You Get Things Done and a frequent speaker on leadership and productivity from a gospel-driven perspective. He has led the website teams at Desiring God and Made to Flourish, and is now director of career development at The King’s College NYC. He lives in Manhattan.

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Foundational Posts

3 Questions on Productivity
How to Get Your Email Inbox to Zero Every Day
Productivity is Really About Good Works
Management in Light of the Supremacy of God
The Resolutions of Jonathan Edwards in Categories
Business: A Sequel to the Parable of the Good Samaritan
How Do You Love Your Neighbor at Work?

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