How to Get Things Done as a Team

I break down 10 key takeaways from David Allen's "Teams: Getting Things Done with Others," including how to redefine projects for groups, create real accountability, and set achievable team goals.
You'll learn why visible project lists matter, how to assess workload before adding new goals, and the power of clearly defining "done."
These strategies apply whether you're at work or home - because we're all part of a team in one way or another.

CHAPTERS:
00:00 - 00:40 Intro
00:40 - 00:57 Takeaway 1
00:57 - 01:40 Takeaway 2
01:40 - 02:34 Takeaway 3
02:34 - 03:30 Takeaway 4
03:30 - 04:30 Takeaway 5
04:30 - 05:45 Takeaway 6
05:45 - 06:56 Takeaway 7
06:56 - 08:04 Takeaway 8
08:04 - 09:03 Takeaway 9
09:03 - 10:10 Takeaway 10
10:10 - 10:38 Conclusion

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[me]

1: Teams are the focus. I'm trying to do more of this.

2: Professionalize your tasks. It's easy for my work tasks, but I'm trying to do this with my own stuff as well.

3: Build environment to build trust. We have that in my workspace, and I wish to perpetuate that.

4: "What is the desired outcome? Who owns it? What is the next action?" I ask myself that every time I finish something, and sometimes it lets me group tasks together.

5: When setting new goals, what goals need to be abandoned? This is particularly hard. I have lots that needs to get done, and I have trouble abandoning unfinished work

6: Set process goals. I have been doing this for a long time. If I didn't, I would be even more stressed and depressed.

7: Examine the lower levels: I'm trying to do this now. I came out of a really bad workplace, down almost 30 kg. If basic health is lost, all is lost.

8: Define what "done" means. This is easier for work assignments than personal tasks. I'll be focusing hard on this one.

9: Set the due dates clearly. I'm trying to balance my ambition of getting a lot done, but also giving myself enough time to think things through clearly. This is hard.

10: Let your imagination run wild. Your practice will change accordingly. This is probably going to be what I do after I master the others.

I feel good about 1, 3, 4, and 6. I'll have to focus more on 2, 5, 7, 8, 9, and 10.

[kiltedpiper]

Great summary. I look forward to reading the book.

[willjeffords]

Wonderful synopsis! Number 3 is the most important and in many ways the crux of effective management full stop. We use EOS to run our business, but there is a focus on process + people that requires creative leaning-in from one team to the next…from the Leadership Team, to each department, and each subteam. I love taking your content and working out ways to combine approaches that optimize for what I manage…from personal to professional spheres. Very grateful for your work and content!

[obayev]

Thank you very much. I didn’t even know that such a book existed. And great points are covered in the video!

[Mel-]

Clearly presented. Nicely done. "What is the desired outcome?" resonated with me. I've found that people are resistant to this concept because they don't want to be "pinned down." The trick is to give people the freedom to innovate while still achieving desired outcomes. Figuring this out is a good exercise before a project even begins. Then you can turn them loose to innovate within an outcomes framework and track what happens.

[madisonromero]

Excellent breakdown of the book! Can't wait to read this too. Right now I am working on a gameplan to PARA the company I work for. I think this will be very helpful because we have shifted SO MUCH to team rather than individuals. I think my favorite takeaway was #9. This would allow a team using PARA to better slot this into their Time Blocking calendar and projects list.

[nilmarpesaras]

Right timing, I really need this to manage my team in our Org

[debracox]

How do we get to that next level of being innocent that culture of accountability 😊

[amariusz]

In my opinion, the co-author, Edward Lamont, was not given proper recognition here. And BTW, the title of the book in the description is incorrect ('Team' not 'Teams').Thanks.

[HeyQuinton]

Didnt you get sued for the GTD framework because they thought PARA was infringing on it?