Quotes About Clarity

A task left undone remains undone in two places—at the actual location of the task, and inside your head. Incomplete tasks in your head consume the energy of your attention as they gnaw at your conscience. —Brahma Kumaris

Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior.

When a culture adopts "What's the next action?" as a standard operating query, there's an automatic increase in energy, productivity, clarity, and focus.

the real problem is a lack of clarity and definition about what a project really is, and what associated next-action steps are required.

Keep everything in your head or out of your head. If it's in between, you won't trust either one.

is magic in being in the present in your life. I'm always amazed at the power of clear observation simply about what's going on, what's true. Finding out the exact details of your personal finances, clarifying the historical data about the company you're buying, or getting the facts about who really said what to whom in an interpersonal conflict can be constructive, if not downright healing.

Even if you've already decided on the next step you'll take to resolve a problem, your mind can't let go until and unless you park a reminder in a place it knows you will, without fail, look.

Getting things done requires two basic components: defining (1) what "done" means (outcome) and (2) what "doing" looks like (action). And these are far from self-evident for most people about most things that have their attention.

Anything you consider unfinished in any way must be captured in a trusted system outside your mind, or what I call a collection tool, that you know you'll come back to regularly and sort through. Second

You must use your mind to get things off your mind. An

The number of coulds, shoulds, might-want-tos, and ought-tos they generate in their minds are way out beyond what they have recorded anywhere else. Many

It's a waste of time and energy to keep thinking about something that you make no progress on. And it only adds to your anxiety about what you should be doing and aren't. Most

1  |  Every open loop must be in your capture system and out of your head. 2  |  You must have as few capturing buckets as you can get by with. 3  |  You must empty them regularly.

something is "on your mind" is that you want it to be different than it currently is, and yet: • you haven't clarified exactly what the intended outcome is; • you haven't decided what the very next physical action step is; and/or • you haven't put reminders of the outcome and the action required in a system you trust.

We need to transform all the "stuff" we've attracted and accumulated into a clear inventory of meaningful actions, projects, and usable information. Almost

People think a lot, but most of that thinking is of a problem, project, or situation—not about it. If you actually did this suggested exercise, you were required to structure your thinking toward an outcome and an action, and that does not usually happen without a consciously focused effort. Reacting is automatic, but thinking is not.

The Value of Thinking About Why Here are just some of the benefits of asking why: It defines success. It creates decision-making criteria. It aligns resources. It motivates. It clarifies focus. It expands options.

The vast majority of people have been trying to get organized by rearranging incomplete lists of unclear things;

If you're not sure why you're doing something, you can never do enough of it.

Everything should be made as simple as possible, but no simpler.

Es mejor estar equivocado que ser impreciso. —FREEMAN DYSON

The vast majority of people have been trying to get organized by rearranging incomplete lists of unclear things; they haven't yet realized how much and what they need to organize in order to get the real payoff. They need to gather everything that requires thinking about and then do that thinking if their organizational efforts are to be successful. The

If you're not totally sure what your job is, it will always feel overwhelming.

Clarifying things on the front end, when they first appear on the radar, rather than on the back end, after trouble has developed, allows people to reap the benefits of managing action.