I’m a meetings guy. Largely not by choice, but a lot of my work day is meetings.
One of the biggest traps of meetings is that, unless they are very well facilitated (spoiler alert: many aren’t), it gets really easy for agreements or commitments to be made but then later lost or never acted on.
After all, saying stuff is easy.
I’ve found just the right solution to this that works for me, though, and so I wanted to write about it.
One of the marquee features of OmniFocus 3 is the move from Contexts to Tags. I adore this capability, but I think it introduces a lot of questions:
How do I use this?
Do I worry about how many Tags I have?
In what ways should I apply those Tags to actions?
Now everyone’s answer to this will be different (which is wonderful, and demonstrates the flexibility of the software here), but I wanted to share my own experience.
I was recently asked by a colleague how I approach the development of new strategies or processes or products. Essentially, how do I start to create a something that isn’t an evolution of something that is, but that is new?
In business, this is a tricky one, because not only would I need to solve this for myself, I’d also need to know how to convince others of what I’ve come up with and recommend. Going from “what if…” to having an actual plan about that is not a simple play.
Two maybes make a probably.