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    Team: Getting Things Done with Others
    Team: Getting Things Done with Others
    Team: Getting Things Done with Others
    Ebook382 pages5 hours

    Team: Getting Things Done with Others

    By David Allen and Edward Lamont

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    About this ebook

    A groundbreaking book about how to harness the power of collaboration and work most effectively in groups—coauthored by Getting Things Done’s David Allen

    When Getting Things Done was published in 2001, it was a game changer. By revealing the principles of healthy high performance at an individual level, it transformed the experience of work and leisure for millions. Twenty years later, it has become clear that the best way to build on that success is at the team level, and one of the most frequently asked questions by dedicated GTD users is how to get an entire team onboard.

    By building on the effectiveness of what GTD does for individuals, Team will offer a better way of working in an organization, while simultaneously nourishing a culture that allows individuals’ skills to flourish. Using case studies from some of the world’s largest and most successful companies, Team shows how leaders have employed the principles of team productivity to improve communication, enable effective execution, and reduce stress on team members. These principles are increasingly important in the post-pandemic workplace, where the very nature of how people work together has changed so dramatically.

    Team is the most significant addition to the GTD canon since the original, and in offering a roadmap for building a culture of healthy high performance, will be welcomed by readers working in any sized group or organization.
    LanguageEnglish
    PublisherPenguin Publishing Group
    Release dateMay 21, 2024
    ISBN9780593652916
    Author

    David Allen

    He’s an older, retired man. His family attended church weekly and that became a foundational base in his life. With an interest in the Bible, he read it to gain understanding of the God he was following and serving. In order to better understand what was being said and taught.

    Read more from David Allen

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      Book preview

      Team - David Allen

      Cover for Team: Getting Things Done with Others, Author, David Allen and Edward Lamont

      Other GTD books

      Getting Things Done

      Ready for Anything

      Making It All Work

      Getting Things Done: 64 Productivity Cards

      Getting Things Done for Teens

      Getting Things Done Workbook

      Book Title, Team: Getting Things Done with Others, Author, David Allen and Edward Lamont, Imprint, Viking

      VIKING

      An imprint of Penguin Random House LLC

      penguinrandomhouse.com

      Copyright © 2024 by David Allen and Edward Lamont

      Penguin Random House supports copyright. Copyright fuels creativity, encourages diverse voices, promotes free speech, and creates a vibrant culture. Thank you for buying an authorized edition of this book and for complying with copyright laws by not reproducing, scanning, or distributing any part of it in any form without permission. You are supporting writers and allowing Penguin Random House to continue to publish books for every reader.

      Graphics by the authors.

      Library of Congress Cataloging-in-Publication Data

      Names: Allen, David, 1945 December 28- author. | Lamont, Edward, author.

      Title: Team : getting things done with others / David Allen and Edward Lamont.

      Description: [New York] : Viking, [2024] | Includes index.

      Identifiers: LCCN 2024000351 (print) | LCCN 2024000352 (ebook) | ISBN 9780593652909 (hardcover) | ISBN 9780593652916 (ebook) | ISBN 9780593832257 (international edition)

      Subjects: LCSH: Teams in the workplace. | Organizational behavior.

      Classification: LCC HD66 .A46 2024 (print) | LCC HD66 (ebook) | DDC 658.4/022—dc23/eng/20240315

      LC record available at https://lccn.loc.gov/2024000351

      LC ebook record available at https://lccn.loc.gov/2024000352

      Ebook ISBN 9780593652916

      Book design by Daniel Lagin, adapted for ebook by Cora Wigen

      pid_prh_6.3_148331796_c0_r0

      Contents

      Dedication

      Introduction

      Section One

      The Landscape

      1. When Teamwork Doesn’t Work for the Team

      2. New World, New Work: What’s Happening?

      3. What Is a Team? Why Are They important?

      Section Two

      Key Elements of Productive Teaming

      4. Maintaining Control and Focus: The Five Steps for a Team

      5. Horizon Five: Purpose and Principles

      6. Horizon Five—Principles Redux: Harnessing the Power of Working Standards

      7. Horizon Four: Vision

      8. Horizon Three: Goals

      9. Horizon Two: Areas of focus and Accountability

      10. Planning (and Replanning) in a Complex, Fast-Moving World

      Section Three

      Managing a Team

      11. The Structures of Leadership

      12. If You Don’t Have a No, Your Yes Means Nothing

      13. Delegation That Works

      14. So What? Now What?

      Acknowledgments

      Appendix 1

      What the Heck Is GTD, Anyway?

      Appendix 2

      A Timeless Approach to Using Collaborative Software

      Appendix 3

      Working Well in a Virtual World

      Index

      About the Author

      _148331796_

      To all of you who are working with others to get good things done

      Introduction

      When Getting Things Done was first published in 2001, it was a game changer. By uncovering the principles of healthy high performance at an individual level, it offered a reliable road map out of overwhelm and transformed the experience of work and leisure for millions.[*] The book continues to transform lives around the world and has spawned a global network of professionals who bring to life its principles for thousands of learners each month in coaching and seminars. Decades later, we know that Getting Things Done® works for individuals, but it has also become clear that the best way to build on that individual success is at the team level.

      The team game

      This book is about teams, what can go wrong with them, and our perspectives on what to do to restore effective teaming. In this book we want to do for teams what David originally did for individuals: clarify the principles of healthy high performance, then offer a road map for leveraging them in organizations seeking productive collaboration and effective leadership. We’ll share our experience of ways to enhance your awareness of the field of play and offer tools and interventions that will bring a new level of flow to how work gets done on teams. The goal? To free up good people to do great things with their lives (or nothing at all, if that is what feels right once they are no longer underwater in a sea of overwhelm).

      Most of what we do that is productive, creative, inventive, interesting, and even fun involves some level of coordination and ideally cooperation with others. That could be as big as landing on the moon or as ordinary as a family picnic. What is ironic is that despite the organizational or personal importance we place on these projects, most of the ways we manage them are suboptimal.

      We wanted to write a book about teams but not ignore anything that might be relevant in understanding, improving, highlighting, or simply enhancing the experience of working with other people to get cool things done. After our collective sixty-plus years of working with individuals on teams, we were drawn to write this book because it became clear to us that teams are the future of how work will be done well in the twenty-first century. We believe that helping teams work more effectively is the biggest opportunity to positively impact individual performance, team outcomes, and the organizations in which both operate.

      We have also seen how the terrain has shifted. For decades the emphasis on human development has been very much about individual change, but in the past few years the context or system in which the individual operates has begun to receive more attention. None of us works in isolation, so no matter how good our personal practices are, we all are affected by the environment in which we work and live. Even when individuals have their own stuff in order, it doesn’t necessarily make collaboration among individuals as effective as it could be. When something has gone wrong with the system in which those individuals are operating, even offering a bulletproof solution at an individual level can only partially resolve the issue.

      In our work teaching workflow management through the GTC® methods to individuals, we’ve seen the frustrations of trying to do great work inside of teams that don’t function. We’ve seen all too many people make amazing changes to their own lives, but eventually leave their organizations for greener pastures because of the lack of structure and the inefficiency in the team around them.

      The hurt

      This has consequences. When Gallup finds in its 2022 State of the Global Workplace Report that only 21 percent of employees are engaged with their work, it is unlikely that the other 79 percent are the source of the problem; the sheer numbers point to their team or organization as a more likely suspect for where the real problem lies. The global average includes significant variations, but even in North America only 33 percent of people report being engaged, while in Europe the figure is just 14 percent.

      Numbers like that led us to some questions we just couldn’t shake: Decades into the twenty-first century, why can’t we figure out how to organize large numbers of people in the workplace? What prevents us from working smoothly with one another? Why can’t we identify a way whereby a larger workforce equals an increased ability to fulfill organizational purpose? Adding more people doesn’t always equal more output. On the contrary.

      More than 130 years after the first scientific management initiatives by F. W. Taylor, it seems we still can’t reliably coordinate human interactions in a way that doesn’t strain the physical, mental, and emotional health of the people working within organizations.

      Not all organizations, of course. There are outliers. But the rare successes serve only to highlight the random and ephemeral nature of their results. Surveys consistently show that most people are disengaged and demotivated by their work, even when it pays them extremely well. In the worst cases the experience of working in some organizations is so bad that it has earned its own descriptor: toxic.

      The fix

      We believe there is a better way. It’s not complicated, but it isn’t always obvious or necessarily easy, either.

      We suggest getting back to basic principles and steering away from complicated software-heavy solutions to what are mostly human challenges. We believe it is possible for teams to take simple steps that lead to a culture of work that supports both individual and team performance.

      A culture of healthy high performance is rare, but that doesn’t mean it’s impossible. This book is an exploration of what it takes to build on the proven principles of GTD to create and nourish such a culture as a team. By respecting those principles, it is possible to develop and maintain the space and perspective to plan quickly based on new inputs, prioritize in a dynamic environment, and execute in a way that keeps you ahead of your competition and in control of your life and work. By identifying some simple standards, structures, and processes at a team level, the individuals on the team have less team noise to contend with, and can get on with doing the work of collaborating efficiently to achieve team aims.

      In our now infamously volatile, uncertain, complex, and ambiguous (VUCA) world, organizational success comes down to the ability to plan quickly, prioritize on the fly, and then execute on those priorities. Without planning we are directionless. Without prioritization we are lost in a sea of possibilities. Without execution we can’t move forward.

      If you get planning, prioritization, and execution flowing, then your team can move up the food chain in terms of the quality of problems it can deal with—away from reactivity into consistently moving forward on things the team cares about. As recent events have repeatedly demonstrated, one of the critical survival skills for organizations is how quickly they respond in moments of radical change.

      Those last sentences were written with a global pandemic and an unexpected war in Europe in mind, but the speed of change in our world means that by the time this book is in your hands, your mind may have gone on to focus on more recent crises—our world is not shy about offering us events that demand quick and creative responses to survive and thrive.

      Why this book? Why now?

      The idea for this book first came about when we were working with a division of a national carrier in Europe. After a few years of our running Getting Things Done seminars in the organization, our client was interested in seeing whether their investment in training was having any impact. We were asked to survey the hundreds of participants we’d worked with up until that time to find out what they felt they’d gained from engaging in the seminars. The results were impressive: productivity was up, stress levels down, and people felt they were getting more quality time with their families.

      Those were impacts we expected at an individual level, but we were surprised to see positive systemic impacts we hadn’t anticipated. For example, in our seminars we set aside several hours for the participants to work through their backlog of stuff and take their email inboxes to zero. When we started our work in the organization, most participants were turning up with thousands—sometimes tens of thousands—of unprocessed emails in their inboxes. They needed all the time we gave them to clear their backlog. After we had been working for a few years in the organization, many of the participants started turning up with only hundreds—and sometimes only dozens—of emails. That was a bit of a problem for us—we needed to find them something else to do during the time we’d allocated for clearing up thousands of mails—but it was a pleasant surprise in terms of what was happening in the organizational culture. The people who’d already been trained by us were infecting their colleagues—who hadn’t yet been trained—with the benefits of remaining on top of their inboxes. The standard for what was normal for inbox management had shifted in the organization. That realization provoked a question: What if rather than have those impacts occur accidentally, we could amplify them at the team level with slightly different interventions?

      Another reason for this book is that, while sending smart, motivated people back into the trenches with better tools is rewarding, at a certain point we began to feel we were not speaking to a big part of the problem they faced. It became painful to watch them return to teams where the structures and processes were so poorly thought through that the individuals—even those who’d acquired world-class skills in what we teach—could only ever protect themselves against the encroaching chaos. It started to feel as if we were doling out bandages in a situation where a machine gun nest was causing all the carnage. Bandages can be welcome in such a situation, but they are nowhere near as helpful as preventing the carnage in the first place.

      There comes a point where we need to stop just pulling people out of the river. We need to go upstream and find out why they’re falling in.

      —Desmond Tutu

      It’s not that our work had no impact—our clients were grateful for any support we could offer—but we could see that to help them get the full benefits, we needed to address what was happening at the team level.

      Too often, the structures and processes on a team can make it more difficult to work and collaborate, not easier. Once individual effectiveness has been addressed, the solution to what ails most teams is obvious if not easy: designing and maintaining a team environment that minimizes the noise and friction of collaboration. If we get both of those things right, the efforts of the whole can equal much more than the sum of the parts. In designing teams we need to remove the things that get in the way of their members doing their real work and to create environments that allow them to perform at their best. The genesis of this book was in the realization that there are simple—almost mechanical—steps that teams can take that will both ease collaboration and support individuals in doing their own work.

      Finally, the market has repeatedly asked us for a book with this perspective. As soon as our clients have understood the power of GTD to help individuals to work more effectively, one of the most frequent questions we hear is, How do I get the rest of my team to do this?

      That question points to a pressing need: to connect and align individual excellence and wider team performance. By building on what optimal productivity principles do for individuals, this book will offer a better way of working with others, while simultaneously nourishing an environment that fosters creativity and the flourishing of skills.

      Many of the principles of team productivity are based on ideas explicit or implicit in the earlier GTD books, but others are entirely new. This book builds on those earlier ideas, or at least on some presumption of individual skill in handling the volume and complexity of modern work, but we don’t think it’s necessary that you be currently using GTD. We’ve tried to write this book so that anyone can pick it up and benefit from it without having read the other books and still be able to do useful things with their team.

      We both have made a substantial investment of our life energies in GTD, of course: David as creator of the methodology and author of previous books, and Ed as the founder of two of the largest GTD franchises globally. We do care that members of your team have some systematic approach to handling their workflow, as we believe that the foundation of team productivity and coordination lies in individual prioritization and reliability. The effectiveness of the suggestions that we make in this book about teams will be completely undermined if you have individual team members who are unable to find their bottoms with both hands. But if you are aware of some other approach that enables people to make, track, and deliver on their commitments in a way that makes them dramatically more productive but significantly less stressed, then feel free to use that approach. Apart from a condensed refresher of the original material (see appendix 1), we won’t go deeply into the specific principles and skills covered in Getting Things Done, Ready for Anything, and Making It All Work. If you are looking to improve your own game, or the game of a particular member of your team, then we strongly suggest having a look at those books as well.

      Lessons from football

      To understand the focus of Team, it might be helpful to think of the different ways you could improve a sports team. Any team sport will do, but let’s use football—or soccer—as our example. The football metaphor is apt: as we write, there is no sport played in more countries and cultures than football. Over the past thirty years the GTD model has proven its ability to impact effectiveness in any country or culture where it has been tried. Better still, on multicultural, geographically dispersed teams, it has provided a common understanding and a common language for getting things done together.

      There are several levels at which you could start to improve a team: you could work on raising individual skills, training each individual to play better; or you could go to work on how those individuals play with one another as a team, on passing and trapping the ball and how individuals collaborate to score or defend; or you could focus on the identity, or culture, of the team.

      Individual skills development is an obvious place to start, as it is relatively easy. Everyone wants better players, and time and consistent deliberate practice will enhance individual performance. No one can do the practicing for players; it is the responsibility of each individual to put in the time to raise his or her own game.

      But a group of individuals—even technically excellent ones—with no training on how to play with one another will not perform to their potential as a team. Think here of a group of eight-year-olds, all chasing the ball in a clump, everyone wanting to do everything and mostly just getting in one another’s way.

      Give those same players some relatively simple guidance about how to play together, and team performance will improve. Self-created chaos is reduced, wires remain uncrossed, and the team has more space to expend its efforts strategically. Not only will each individual play better, but the team will move around the pitch more effectively as a group. The skilled individuals who can dribble, kick, and pass the ball masterfully are given specific roles on the team. Some are good at scoring and are developed as strikers. Others are better at undoing attacks and are trained as defenders. Strikers may defend, and defenders may score, but they know that is not their primary responsibility. By using players with different strengths and skills in different positions, the team becomes more efficient at undoing their opponents’ defenses and shutting down their attacks. The players are not only given a team structure in which to direct their efforts but also the freedom to improvise within that structure, and within the framework of the team’s playbook.

      Well-deployed individual skills begin to enhance performance and reduce the effort necessary to play well as a team. For example, accurate passes mean less effort for the person receiving the pass. Passing precisely to where a teammate is sprinting means there is no need for them to break stride to pick up the ball, which enhances the likelihood of taking the opposition by surprise. Set pieces—corner kicks, free kicks, and goal kicks—are all designed and rehearsed so that the team doesn’t have to invent them from scratch each time, with all the costs in creative energy and attendant errors that constant improvisation would bring.

      These are advantages that will not be improved by simply increasing individual skills. They can only be achieved by coordinating individuals on the team level. Smart teams don’t just play the same game harder. They are already playing as hard as they can. What they do, rather, is to step away for long enough to change the nature of their game. They don’t just play the same game better; they play a better game.

      This sort of work on the tactical organization of the team is clearly important to raising performance, but improvement at this level is more challenging than simply training individuals. Factors like ego needs, team mood, and personality conflicts make advancements much more difficult to control and direct than just attending to the skill development of an individual.

      If you improve both individual skills and team tactics, you begin to change the team in another way, too: its identity and culture. This particular aspect is difficult to describe, but everyone knows when it is in place. It is present on all teams that put their stamp on their era: the Montreal Canadiens ice hockey team of the late 1970s; the Chicago Bulls basketball team of the early 1990s; or, in football, the Manchester United team of the late 1990s. All these teams had great players. They also had impeccable teamwork. But beyond that they also had an identity that lifted performance well beyond what either of those elements would have predicted. A collective self-belief made them so unbeatable that as Ken Dryden, the Canadiens’ goalie during their unparalleled winning streak, recalls in his book The Game, Sometimes we’d lose just to remind ourselves how bad it felt.

      A prime example of the impact of this aspect of a team was when Manchester United beat Bayern Munich in the Champions League in 1999, despite trailing 1–0 at the end of regular time. With only a few minutes of injury time left to play, many teams would have given up. The game was technically over. But that Man United team was used to winning. They expected to win. They’d already won the Premier League and the FA Cup in the UK that year, and they were not going to accept a loss in the European competition. In the three minutes of added time, they scored twice and took home European glory.

      Was it their culture and identity that led them to triumph? Hundreds of other teams with a strong identity lose in similar circumstances. Maybe they just got lucky. Maybe. But it was certainly their identity as winners that had them persist, even when the cause seemed clearly to be a lost one. That was the lottery ticket that had them claim the jackpot.

      You could think of it this way: each player gets better, then the team learns to play better together, and that starts to shape the culture and identity of the team. Then—once it is strong enough—the identity of the team begins to impact both individual and team performance. Any of those three interventions will lift performance on the team, but it will attain its best performance if it can find ways to hack them all. When it can put individual technical skill alongside collective strategic effort in a culture of high performance, incredible things can be unlocked. With clear goals and standards in place for how they play together, they will start to play to their real potential.

      The original Getting Things Done book was primarily directed at the first of these three aspects—helping people to deal with the chaos around them and perform at a much higher level as individuals. It was a much-needed response to the astonishing increase in volume and complexity that individual knowledge workers faced in the early years of the twenty-first century. It was also, in organizational-change terms, the place with the most obviously low-hanging fruit. It was clear that while ambitious people were all working very hard, there were wide disparities in their productivity. As David did his research for that book, he came to recognize that a significant chunk of the gap between high and low productivity was traceable to the understanding—or ignorance—of a few fundamental principles. When Getting Things Done was first published, its ideas spread like wildfire via word of mouth. A whole generation of smart, hardworking people had finally been given the code on how to best position themselves in productivity terms. Like the individual players on a team, these people saw it as their responsibility to put in personal practice time, to improve their own personal systems and workflow.

      In this book we are moving away from the individual level to cover ideas that will, in the end, benefit the individual as well as the team by helping teams do a better job of minimizing friction, enhancing collaboration, and reducing the organizational equivalent of bad passes: messages answered late, or not at all; delayed starts on meetings; undocumented processes; and inaccessible information.

      A person is not a team

      Many books have been written on the individual aspect of workflow, and we won’t seek to cover that ground again here.

      Teams that have gotten things right have been doing elements of what we propose for years. When individual leaders have put two and two together for themselves and have seen the possibilities of a critical mass of their people improving together, pockets of team sanity have sprung up. But like high-performing individuals with no training, they usually stumble over some pieces of a larger system, without being aware of how that system fits together. We want to pull together all the elements of the model and clarify the best practices in each of them.

      From mind like water to healthy high performance

      One of the concepts from the first GTD book that caught the attention of millions of readers was the idea of working and living with a mind like water: that your mind—like a pond of water—can react appropriately to what is in front of it, then return to calm, rather than constantly rehashing what has been done or fretting about the future.

      Enabling that way of working is still central to this book, but we are tackling it from a different perspective. At a team level, we see the equivalent of mind like water to be something we’ve come to describe as healthy high performance. This is a way of working together that is not just able to keep pace with, or outrun, the competition, but to do it in a way that is

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