Chapitre 5
Engage: Team Prioritization Beyond Intuition
While GTD for individuals suggests intuitive prioritization based on complete lists and a rigorously maintained calendar, team prioritization requires more structure. When teams have completed the first four steps, they've already done the heavy lifting of prioritization.
Teams may inherit direction from management or develop their own operational strategy collaboratively. Various models like effort/impact matrices can assist in visualizing priorities, with high-impact/low-effort activities representing the sweet spot. The right answer to "What should I do next?" remains subjective and situational, requiring full knowledge of recent developments and upcoming events.
Once teams gain control of daily tasks through the five steps, they hunger for meaning. The Horizons of Focus model addresses why those tasks matter at all, providing perspective and clarifying purpose behind activities. Teams need clarity at each horizon to align purpose, principles, vision, goals, projects, and actions.
Not harnessing a clear, inspirational purpose for your team is like powering appliances with AA batteries when main power is available. The Korean War prisoners example shows how isolation and loss of purpose can destroy will. Similarly, many workplaces create disengagement through neglect.
The cathedral story illustrates how purpose transforms mundane work: three stonemasons doing identical work had completely different attitudes-"making bricks," "building a wall," or "building a cathedral." Even seemingly uninspiring work, like corporate recruiting, becomes energizing when connected to meaningful outcomes like environmental sustainability.
Many teams adopt their organization's marketing-crafted purpose statement, missing the opportunity to define their specific team purpose. A well-crafted team purpose provides energy, direction, and serves as a recruiting tool-attracting those inspired by it and deterring those who aren't. Purpose also opens possibilities by preventing attachment to particular methods. David's company purpose to "enable all human beings to see a world with no problems, only projects" allowed them to pivot to virtual delivery before the pandemic made it necessary.
Principles represent the "how" of getting things done together-the agreed-upon behaviors and boundaries for team interactions. They function as high-level guidance about values and parameters, distinct from more granular working standards.
To develop principles, consider what advice you'd give someone taking over the team: what must they do to succeed, and what should they avoid? The David Allen Company principles center around four core areas (We Rock, We Do Good Work, We Make Money, We Have Fun), while Next Action Associates uses a more concise format. Regardless of format, principles should be reviewed annually to keep them fresh and ensure the team lives up to them.
Vision provides the concrete picture of what success looks like for a team that shares the same high-level purpose. Even with aligned purpose, teams may have dramatically different visions of implementation that affect resource allocation and priorities. Taking time to align on a shared vision creates powerful focus and direction.
Nick's infrastructure advisory unit vision wasn't just about the billion-dollar target-it became a powerful organizing principle. The number was memorable and sparked conversations with stakeholders while forcing radical thinking about growth. At a global meeting in London, they visualized this future using a massive world map, breaking down the billion into 100 segments of $10 million each. The team identified 150 business opportunities (later pared to 100) with clear outcomes, accountabilities, and next actions. This vision won board support, and less than a decade later, they exceeded their billion-dollar target.
Working standards-the granular approach to principles that describe what team members expect from one another-can transform team effectiveness. Culture is simply "the way we do things around here," and rather than pursuing abstract concepts like "trust," teams should focus on defining clear standards that support collaboration.
Research shows environment matters more than willpower in changing behavior; the standards of those around us significantly impact our performance. Teams already have standards-whether they're aware of them or not. Consciously choosing standards prevents defaulting to an unhelpful average of what each member considers "normal."
We typically only become aware of our standards when someone violates them, similar to how couples discover their differing expectations after the honeymoon phase ends. Without explicit discussion of standards, irritations and resentments inevitably develop as the person with stricter standards feels burdened while others remain unaware of unspoken expectations.
Teams should focus on high-leverage areas where clarity will most reduce team drag:
1. Meeting standards: Beyond starting and ending meetings on time, teams should ensure everyone understands the meeting's purpose before attending, clarify what "done" looks like and by when, and never end without identifying next actions and accountabilities.
2. Communication channels: Teams should limit themselves by pruning communication channels and defining content expectations and response times for each. The Leroy Seafood Group's culture development team uses four specific channels (email, collaborative software, texts, and calls) with clear guidelines about purpose, response times, and appropriate usage.
3. Documentation: Documenting team standards is crucial because of rapid turnover in modern teams. Without clear documentation, new team members will default to standards from their previous organizations, causing avoidable friction and tension.
Vision isn't just for grand achievements-it's simply determining what wild success looks like for your team on a three-to-five-year horizon. The timeframe varies by industry: software might look six months ahead, aerospace ten years, and national leadership twenty-five years. Vision matters because thought precedes existence-from chairs to buildings to devices, everything began as someone's vision.
Creating a vision begins with allowing yourself to want what you truly want, not just what seems achievable. Adults, unlike children, protect themselves from disappointment by negotiating down their desires or stopping themselves from wanting seemingly unattainable things. A powerful exercise is writing a fictitious future article describing the team's success. Avoid planning too early-a good vision is one you don't yet know how to achieve. If you already know how to make it happen, it's a plan, not a vision.
Teams frequently drown in commitments, continually saying yes to new opportunities while already underwater. They cling to the fantasy that some future clearing in their calendar will save them, but that light on the horizon only dims as new urgencies intrude.
One of the greatest challenges to team effectiveness is lack of focus caused by spreading attention too thinly. Teams need "islands of No" to enhance the impact of what they say yes to. While GTD has always included saying no (half of clarifying options involve taking no action), teams rarely exercise this option enough.
Often the busiest teams do the most unnecessary work-generating unused reports or following processes no one understands. As one client observed, much of what they did was "superstition"-activities continued because "something bad might happen" if stopped. In long-established organizations, administrative crud accumulates in layers without regular questioning or review.
When a major UK bank project was running nine months late and over budget, Stuart Corrigan had the team list everything they were working on and ruthlessly cut 80% of tasks that didn't directly advance the priority project. Despite initial resistance from team members who preferred working on tasks they enjoyed rather than critical ones, the results were "spectacular"-delivering a month ahead of the original deadline, saving millions, and increasing team motivation by 30-40%.
Just as roses and bonsai require pruning to direct energy for optimal health and beauty, team projects need regular curation. Organizations constantly create new projects when things change, but rarely eliminate existing ones. Healthy systems require balance between inflow and outflow-"lakes without egress quickly become bogs." Without pruning commitments, teams become buried under an unsustainable workload, rendering even A-players ineffective.
The inability to delegate effectively is described as "the single biggest career killer" when one's success leads to increased responsibility. Proper delegation allows leaders to expand their impact exponentially, while poor delegation traps them in overwhelming detail work that prevents strategic thinking. Despite this reality, many leaders continue handling tasks they should have delegated.
As careers progress, the mathematics of effort change dramatically. When first promoted to lead a team of nine, working 10% harder personally only improves team output by 1%. With further promotion to leading ninety-nine people, a 20% personal effort increase yields just 0.2% team improvement. The only solution is to stop working ever harder individually and instead think strategically about leveraging team resources through effective delegation.
Leaders should follow the principle "Only do what only you can do" when deciding what to delegate. This isn't about laziness but about stepping up to unique leadership responsibilities while allowing others to grow through practice. Even if someone won't initially perform a task as well as you would, delegation remains essential.
Effective delegation follows a four-phase process:
1. Preparation: Consider desired outcomes, timelines, and available resources before approaching someone.
2. Negotiation: Have an actual conversation rather than just sending messages. The person being asked has multiple options beyond simply saying yes-they can say no, request more information, commit to respond later, or make a counteroffer. Both parties should establish clear "conditions of satisfaction" defining successful completion.
3. Delivery/Completion: The performer does the work with agreed updates, communicating immediately if circumstances change.
4. Satisfaction: The delegator either accepts the work with thanks or requests further refinements.
Understanding this sequence dramatically improves delegation success whether you're delegating or being delegated to, ensuring clear expectations and respectful use of everyone's time and energy.
The Natural Planning Model (NPM) provides a balance between structure and adaptability in a fast-changing world. Unlike heavyweight methodologies like PRINCE2, the NPM allows for quick, flexible planning that generates momentum. It's called "natural" because it mirrors how humans naturally plan everyday activities.
The five stages are:
1. Purpose and principles: Why are we doing this? What are our rules of engagement?
2. Vision: What would success look like? How will we know when it's achieved?
3. Brainstorm: What are all potentially relevant details to consider?
4. Organize: How should we structure our thinking about components, priorities, and sequences?
5. Next actions: What are the immediate actions and who's responsible?
For teams, this approach is particularly valuable: it aligns purpose before action, clarifies project boundaries, expands possibilities through visioning, harnesses collective creativity through brainstorming, and creates clear structure and accountability.
The model also serves as a diagnostic when projects become stuck, helping identify what's missing. In one example, a person managing an annual summer conference with a history of burnout and last-minute crises had created a formal timeline but hadn't identified dozens of possible next actions that could be done immediately. Identifying these actions helped prevent potential crises.
One colleague implemented a similar approach with his team-members must use the Natural Planning Model to draft their thinking before raising changes in team meetings, preventing time wasted starting from scratch with each initiative. Another client successfully navigated the transition from traditional broadcasting to a customer-centric, direct-to-consumer operation by incorporating the Natural Planning Model into their team toolkit.
Rather than focusing on charismatic leadership, Team GTD emphasizes the practical mechanics of leadership-leading by example on skills and standards that support team functioning and ensuring the team becomes more than just talented individuals. With proper tools, structures, and processes in place, teams can execute grand visions.
The leader as gardener sets vision, nurtures culture, and coordinates action. Like gardeners who don't directly grow plants but tend soil and provide structure, leaders maintain team environments where energy can flourish. Good leaders avoid becoming bottlenecks by being responsive while preventing decision drift. They clarify who makes which decisions at what level, allocate and monitor roles, and balance tactical work with strategic responsibilities like trend-spotting and relationship maintenance.
Leaders often underestimate how much their example influences others. Their willingness to "walk their talk" dramatically impacts team performance and morale. While individuals can maintain standards regardless of leadership example, the tone set by leaders creates a culture that either encourages or discourages healthy high-performance behaviors.
Simple leadership actions like starting every meeting with clear outcomes or ending with agreed next actions may seem small tactically but create enormous cultural impact over time. Leaders don't need GTD mastery to succeed, but demonstrating key practices helps tremendously since they cast the longest shadow on working culture.
Team GTD implementation requires both individual mastery and collective adoption of key practices. The most successful implementations begin with leadership modeling the behaviors they wish to see throughout the organization. When leaders demonstrate the value of clear outcomes, documented commitments, and regular reflection, these practices spread naturally through the organization.
Start small with high-leverage practices that create immediate value. Rather than attempting a comprehensive overhaul, focus on pain points where Team GTD principles can provide quick relief. For many organizations, this means starting with meeting protocols-ensuring every meeting has clear outcomes, documented actions, and assigned accountabilities.
Communication standards represent another high-impact starting point. By establishing clear expectations about which channels to use for different types of communication and expected response times, teams can dramatically reduce the cognitive load of managing multiple information streams. This might include designating email for external communication, collaborative software for internal projects, and instant messaging for urgent matters requiring immediate attention.
Regular team reviews provide the foundation for sustainable improvement. Whether weekly, monthly, or quarterly, these structured reflection sessions allow teams to assess what's working, what isn't, and what adjustments are needed. The most effective reviews follow a consistent format that examines projects, priorities, and processes while creating space for both celebration and course correction.
Technology should support-not drive-Team GTD implementation. While numerous digital tools can enhance team productivity, the principles work equally well with analog systems. The key is selecting tools that reduce friction rather than creating additional complexity. The best technology implementations focus on accessibility, transparency, and ease of use rather than feature richness.
Measuring success requires both quantitative metrics and qualitative assessment. Beyond traditional productivity measures, teams should track indicators of "healthy high performance" such as meeting effectiveness, response times, and project completion rates. Equally important are subjective measures like reduced stress, improved work-life balance, and increased team engagement.
Team GTD offers a pathway to what most professionals truly want: meaningful work accomplished without constant stress and overwhelm. By applying these principles, teams can achieve sustainable excellence that doesn't come at the cost of burnout. In a world where teamwork has become the fundamental unit of productive collaboration, mastering these skills isn't just about workplace efficiency-it's about creating environments where people can bring their best selves to work that matters.
