The operational purpose of the "Areas of Focus" list is to ensure that you have all your projects and next actions defined, so you can manage your responsibilities appropriately. If you were to create an accounting of those and evaluate them objectively, in terms of what you're doing and should be doing, you'll undoubtedly uncover projects you need to add to your "Projects" list. You may, in reviewing the list, decide that some areas are just fine and are being taken care of. Then again, you may realize that something has been "bugging" you in one area and that a project should be created to shore it up. "Areas of Focus" is really just a more abstract and refined version of the "Triggers" list we covered earlier.
Every client I have coached in the last twenty years has uncovered at least one important gap at this level of discussion. For instance, a common "hat" a manager or executive wears is "staff development." Upon reflection, most realize they need to add a project or two in that area, such as "Upgrade our performance review process."
A discussion of "priorities" would have to incorporate all of these levels of current agreements between yourself and others. If you get this "job description" checklist in play and keep it current, you'll probably be more relaxed and in control than most people in our culture. It will certainly go a long way toward moving you from hope to trust as you make the necessary on-the-run choices about what to do.
30,000 to 50,000+ Feet Whereas the three lower levels have mostly to do with the current state of things — your actions, projects, and areas of responsibility — from here up the factors of the future and your direction and intentions are primary. There is still an inventory to take at these plateaus, but it's more about "What is true right now about where I've decided I'm going and how I'm going to get there?" This can range from one-year goals in your job ("30,000 feet") to a three-year vision for your career and personal net worth ("40,000 feet") to intuiting your life purpose and how to maximize its expression ("50,000+ feet").
When you're not sure where you're going, you'll never know when enough is enough.
I'm blending the three uppermost levels together here because situations often can't easily be pigeonholed into one or another of these categories. Also, since Getting Things Done is more about the art of implementation than about how to define goals and vision, I won't offer a rigorous examination here. But by its very nature this investigation can broach potentially deep and complex arenas, which could include business strategy, organization development, career planning, and life direction and values.
For our purposes, the focus is on capturing what motivators exist for you in current reality that determine the inventory of what your work actually is, right now. Whether your directions and goals should be changed — based on deeper thinking, analysis, and intuition — could be another discussion. Even so, there are probably some things you can identify right now that can help you get current in your own thinking about your work and what's important in it.
If you were to intuitively frame a picture of what you think you might be doing twelve to eighteen months from now, or what the nature of your job will look like at that point, what would that trigger? At this level, which is subtler, there may be things person-ally you need to let go of, and people and systems that may need to be developed to allow the transition. And as the job itself is a moving target, given the shifting sands of the professional world these days, there may need to be projects defined to ensure viability of the outputs in your area.
In the personal arena, this is where you would want to consider things like: "My career is going to stagnate unless I assert my own goals more specifically to my boss (or my boss's boss)." Or "What new things are my children going to be doing next year, and what do I need to do differently because of that?" Or "What preparation do I need to ensure that I can deal with this health problem we've just uncovered?"
Through a longer scope you might assess: How is your career going? How is your personal life moving along? What is your organization doing relative to changes in the environment, and what impact does that have on you? These are the one-to-five-year-horizon questions that, when I ask them, elicit different and important kinds of answers from everyone.
Not long ago I coached someone in a large international bank who, after a few months of implementing this methodology and getting control of his day-to-day inventory of work, decided the time was right to invest in his own start-up high-tech firm. The thought had been too intimidating for him to address initially, but working from the "runway level" up made it much more accessible and a natural consequence of thinking at this horizon.
If you're involved in anything that has a future of longer than a year (marriage, kids, a career, a company, an art form), you would do well to think about what you might need to be doing to man-age things along that vector.
Questions to ask yourself here are:
• What are the longer-term goals and objectives in my organization, and what projects do I need to have in place related to them to fulfill my responsibilities?
• What longer-term goals and objectives have I set for myself, and what projects do I need to have in place to make them happen?
• What other significant things are happening that could affect my options about what you I'm doing?
Here are some examples of the kinds of issues that show up at this level of conversation:
• The changing nature of your job, given the shifting priorities of the company. Instead of managing the production of your own training programs in-house, you're going to outsource them to vendors.
• The direction in which you feel you need to move in your career. You see yourself doing a different kind of job a year from now, and you need to make a transition out of the one you have while exploring the options for a transfer or promotion.
• The organization direction, given globalization and expansion. You see a lot of major international travel looming on the horizon for you, and given your life-style preferences, you need to consider how to readjust your career plans.
• Life-style preferences and changing needs. As your kids get older, your need to be at home with them is diminishing, and your interest in investment and retirement planning is growing.
At the topmost level of thinking, you'll need to ask some of the ultimate questions. Why does your company exist? Why do you exist? What is the core DNA of your existence, personally and/or organizationally, that drives your choices. This is the "big picture" stuff with which hundreds of books and gurus and models are devoted to helping you grapple.
"Why?": this is the great question with which we all struggle.
You can have all the other levels of your life and work ship-shape, defined, and organized to a T. Still, if you're the slightest bit off course in terms of what at the deepest level you want or are called to be doing, you're going to be uncomfortable.
Getting Priority Thinking Off Your Mind
Take at least a few minutes, if you haven't already done so, to jot down some informal notes about things that occurred to you while you've been reading this chapter. Whatever popped into your mind at these more elevated levels of your inner radar, write it down and get it out of your head.